
My friend Elizabeth Hunt reminded me on twitter of a conversation I had with her in Glasgow a couple of years ago when she attended a complexity workshop I was offering with Bronagh Gallagher. It was a conversation around what is sometimes called the mid-life crisis, and somehow the image that came to mind when Elizabeth told me how she was doing was one of a chrysalis.
This will be a non-scientific post, so if you are an actual entomologist I apologize for appropriating your field here. But chrysalises both inspire and baffle me. The thought that a caterpillar can crawl into a sac made of its own body and dissolve its form and come out as a butterfly is a cliched image of transformation, but holy crap. Stop for a moment and really think about that. Does the caterpillar know this is going to happen? If it does that shows some tremendous trust. If it doesn’t, then that shows some incredible courage. It just hangs out there, isolating itself from the rest of the world and changing in ways it can never understand.
Does a caterpillar see a butterfly and go “that will be me one day?”
So yes, we are all heading into our chrysalises. Over the past few days, I have been on calls and courses with colleagues all over including in Canada, the USA, the UK, Moldova, Denmark, Colombia, The Netherlands, Australia, Italy, and Brazil. Every single one of us is isolating and practicing social distance. We are all doing the same thing. We have never been more unified in action, and never more physically separated from each other. We have all climbed into our cocoons and are waiting for the imaginal discs to come into play and elongate and grow into our new ways of being. We might be here for a long time. We are going to learn some things.
I am struck by how we are learning to let go of policies and rules that are based on punishment and retribution and choosing to govern social relationships a little more on trust. Relaxing the need for doctors’ notes. Forgiving interest on student loans. Preventing evictions if people are sick or recently laid off and can’t make the rent. We are starting to see things happening that are countercultural to brutal capitalism and a society that is governed by the fear of ordinary people taking advantage of the system. Small things, small changes. Still very gooey. Imaginal discs.
Whatever we are in right now is not the final stage. We are entering an interregnum that will be as big a challenge as any that humanity has faced. It is as big as climate change but more present, so we are actually acting like it is a real emergency, instead of rhetorically calling it an emergency and carrying on as before.
Have some empathy for the caterpillar who creates its chrysalis and becomes a pupa. It may believe that this is now how things are, and meanwhile, at an unconscious level, the imaginal discs are swirling about in its corporeal soup, with a different idea about what it is to become.
Inside the chrysalis, your ideas about yourself dissolve and life itself takes over. Watch for the small signals, watch for what happens at the edges. Amplify the acts of kindness and possibility that you see in your community and your personal life. Document and grow the new practices you discover be they helpfulness, attention, curiosity, or competence. Stifle the urge to seek cortisol hits from triggering events and social media that make you angry, or the outrage merchants that still crave a hold on your consciousness. Instead, cocoon yourself and study your imagination. Those of us that are not of any use in the immediate safety effort must use this time to prepare to lift us all into what comes next. The first responders and caregivers will be tired and we will need to take over for them and govern and lead in a way that is informed by their example and by the things we are all now discovering are possible.
Into the goo, friends.
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Facilitators are getting inundated with panicky requests to host meetings online. Some of us have the tech know-how to do this, and others don’t. Clients are feeling pressure and urgency to get teams up and running online and folks are hoping the important meeting that they have been working with for months can suddenly go online and get the same kinds of results.
Here is some stuff to help you out.
Slow down. Just because you are not hosting face to face does not mean you are not hosting. Make sure that you do the due diligence in designing and hosting the meeting. You will need to talk to your clients and coach them and give a sense of some of the realities of what is possible and what isn’t, and you are going to need to remind them that this will be clunky and difficult as people learn new ways to work together. Have them invite the group to be patient as everyone learns how to do this.
Work with a tech person and a harvesting person. No matter what platform you are using. hosting online takes a special kind of presence and attention, and it is helpful if you have a small team of people to help you. Notably, if you can have someone managing the tech – including taking participants with technical problems offline – that helps a lot. Also harvesting and documenting as you go is important. As in all processes I run, I try to get folks to co-create the harvest, and when working online you can do that in a Google document where you can set up a template beforehand. If you aren’t able to get everyone to work on the Google document – because people are connecting by phone, for example – then make sure someone is keeping good notes of decisions. At a minimum type these in the chat function, but don’t forget to save the text before exiting the meeting.
Keep it simple. You might be super interested to use all the new tech tools and apps, but bear in mind that your participants are most interested in connecting and getting their work done. Use the easiest mode possible, even if that is a good old fashioned conference call, and taking notes with paper and a pen.
Design together. Let your clients know that it will be helpful to design well. At the very least you should have a conversation with them about the urgent necessity for the meeting and the purpose, the outputs that you are looking for, and the structure and flow of the meeting that will serve that. You can download the Chaordic Stepping Stones tool for a deeper dive into design, or just keep it simple and high level. But let them know that just because you are going online does not mean you can shirk on design time.
Consider the check in. Check ins are really important parts of meetings. It brings people into the meeting space and helps them ground. Invite folks to do these things:
- Shut down all their other apps and programs and clean up their monitor view. This will help people not get lost navigating between windows and will prevent them from getting distracted, and it also conserves bandwidth and makes connections more stable. My friend and colleague Amanda Fenton today shared that it is a kind of aesthetic practice, to create a clean and beautiful workspace for work.
- Give a moment of silence. Just invite a breath, There is a lot going on. Bring a bit of calm into the space.
- Invite people to check in on the google document or in the chatbox. Doing this invites people to immediately participate, by typing and seeing other people working. It helps focus attention on the work at hand and prevents a distraction.
Attend to dynamics:
- Be aware of grief. Everything is shitty right now. People are not coming into work situations in the best mood and some may be experiencing crippling anxiety or grief. If you have an intense meeting coming up with important content, consider offering the check-in as a special gathering an hour or two in advance, just so people can connect with their colleagues and share their emotions. At the very least, remember that in stressful times, people swing wildly in their responses to things. You may need to intervene more often than usual and offer silence and regrounding.
- Be aware of the hum of rush. There is a hum running under everything that is making folks feel rushed. It’s as if the meetings I have hosted or participated in have been running at about 500rpm higher than normal. It’s barely noted consciously, but I’ve noticed that it spins people into intensity. Add to that any technical glitches and frustrations, and it’s difficult to keep it together. So between grief and the hum of rush, pay attention to the emotional tone of the meeting. Focus on the important urgent matters with the right urgency.
- Get ready to let go of your design. That should go without saying in any facilitation, especially if you are facilitating in turbulent and complex situations, but it’s even more true now. Take time to design, but as my friend and colleague Ciaran Camman remarked today, “really be ready to let things go, to find out what the need is again, and respond to that.”
- And this one from Amanda Fenton: “Everything takes a little bit longer. If you ask a question, wait twice as long as you would when hosting face-to-face. People are working harder to sense cues from each other on who might be ready to speak or be fumbling for their un-mute button. If you use break-out rooms, give a minute of informal reintegration before transitioning. Welcome those little pauses.” Good advice.
And finally, attend to your practice. Remember when we used to facilitate face to face meetings? You are still that person, and you still have that practice. Take some time in the next few days to sit down and remind yourself of that. Just because we are doing things in a different way doesn’t mean that we aren’t needed in the same way.
Please share more tips and practices below, especially as it relates to the role and practice of hosting and facilitation and less about tools and software.
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I put a call out on twitter yesterday, inviting topics for blog posts that could be helpful. I’m happy to take requests! Today my friend Trilby Smith, the brilliant Director of Evaluation at the Vancouver Foundation, replied with this:
Sense making in real time. Like what are the practices we can use to make sense of what is happening to us as it happens? And how can those of us who work in orgs support our colleagues to do this work?— Trilby Smith (@TrilbySmith) March 17, 2020
The last few days have been full of information. It comes streaming through twitter, facebook, texts, emails. And the way the COVID-19 crisis is moving and changing means that we have to look at stuff coming in, sift through it and make some decisions.
This is true in any fast-moving, data-rich situation, but COVID-19 gives us a chance to practice in real-time. So what are some simple tools? Here are a few, rooted in, and derived from, Participatory Narrative Inquiry and Human Systems Dynamics.
Observe the situation. Just watch things for a bit. Whatever the situation, see if you can gather a bunch of data points about it. If this is a meeting, have people bring in a bunch of notes about the situation. These notes should be observations, relatively free of interpretation. Fine-grained data objects, like stories, tweets, news items, reports, stats are all good. Anything that helps describe what you’re all seeing. And having everyone do this ensures that you get a diversity of perspectives. Have everyone come to a meeting with 10 data objects. Or start your meeting by having people sit around and tell some little stories and share observations about the situation, placing each data point on a post-it note. It should only take you less than 20 minutes to generate dozens of data points if you work in pairs. This, by the way, is what we call “situational awareness.”
Look for patterns. In complexity, you’re trying to work with patterns. My go to is to have the group sort through the data and find things that are similar. Cluster these together. These start to look like patterns. From there do a couple of things…
Inquire. I sometimes think that looking at data is a bit like nosing whisky, or appreciating the scent of a wine or a coffee. You begin with overall impressions and then you use specific techniques to get the most out of the experience. Same with data. When you are sifting through data with a group start by recording what people notice in general. Overall first impressions are useful. Keep it open.
After that you can drill down with a little more discipline and rigour, Royce Holliday offers these questions, from her piece on pattern spotting:
- Generalizations: “In general, I notice…
- Exceptions: “In general I notice…but…
- Contradictions: “On the one hand I notice…but on the other hand…”
- Surprises: “I am really surprised that…”
- Curiosity: “I wonder if…”
These questions help you to find differences in the patterns and differences are what give you the potential to act.
Look at what is keeping these patterns in place. If a problem is complex, you will probably start to notice patterns that are stable and hard to change. Alternatively, you might notice a lot of turbulence and wonder what you can stabilize. Looking at what is keeping patterns in place is fairly straightforward. A system or a set of problems is made of connected agents interacting with a space defined by attractors and boundaries.:
- Attractors hold things together coherently. Think of these as the things that grab your attention or the rhythms that dictate your work.
- Boundaries separate things. These can be tight or loose or permeable or hard.
- Connections in a system describe how agents are connected to one another. Think of a murder mystery where the detective is always trying to figure out how things are related in a meaningful way.
- Exchanges are what flows over connections including information, power and resources.
- Identities come into play and can skew a system with power dynamics, expertise or the diminishment of voice and ideas.
Once you can find a few of these constraints that are at play, you can list things that are in your control and make adjustments. In general, to stabilize a system, you tighten constraints. To break up a system, in order to break patterns or learn new things, you have to loosen constraints. The art is in deciding how much and in monitoring and adjusting as you go. Choose constraints that matter that you have some degree of control over, and you will be able to shift things more easily.
I reckon you could do this quickly in 1:45 or so if you had to generate data objects to start with, less time if people are collecting data objects before the meeting. A sample flow might look like this:
- Check in and framing (15 minutes)
- Break into small groups to generate data objects (20 minutes)
- Randomize the data objects and cluster them into themes (15 minutes)
- Ask each person to look at the patterns and answer the inquiry questions individually (10 minutes)
- Small groups to compare notes and find commonalities and differences (10 minutes)
- Finding ABCEI constraints in small groups (use this template) (10 minutes)
- In small groups decide on a small action to shift things. (use this template) (5 minutes)
- Compare these actions across the group and wrap up (20 minutes)
In the comments, I would be interested to hear if this is helpful and what kinds of specific situations folks are needing to make sense of.
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So it’s on. Our lives have been instantly upended and five days after cancelling everything, I find myself at home mostly, with days spent in the forest walking and, as of today, avoiding visiting even the cafes and local gathering spots on our island. We live in a small place with many older people. We are connecting and looking out for each other on facebook and just waiting now. Waiting for what? To get sick? For it to be over? For something to happen?
As a person who spends nearly every waking hour thinking about how to act in times of complexity, I can say that at this moment, I am grateful to have those tools for making sense of my actions and plans. I have been keeping a little journal of decisions and moments, as this is a very strange time and documenting things in real-time is helping me to see the kinds of decisions I have been making.
Thinking this through with Cynefin and constraints

This is our old friend the Cynefin framework that helps us to understand and make decisions depending on the nature of the problems we are facing and the ways we are interpreting those problems. This diagram, plus my little collection of constraints has become the way I’m thinking about actions.
One of the most useful ways to use Cynefin is to look at problems through the lens of constraints. Moving counterclockwise from Obvious through Complicated and Complex to Chaos, we find that problems and systems move from tightly constrained and connected to more open to completely unconstrained. Going the other way, from Chaos clockwise to Obvious, constraints are increasingly tightened.
Acting is really about noticing the constraints that are keeping patterns in place and doing what you can to either loosen or tighten those constraints to move in an optimal direction. Constraints for me consist of:
- Attractors: Things that draw our attention together, like good public health information, or that cause us to do things on a regular rhythm like washing your hands whenever you enter or leave a place), like daily cycles, or “strange attractors” which are things that emerge and get our attention and change the way we orient our action. Panic buying is a kind of strange attractor, where fear induces people to buy more toilet paper than they need.
- Boundaries: Things that hold, contain or constrain a system. Boundaries can be tightened or loosened, or made more or less permeable. Boundaries are a key feature of COVID-19 response.
- Connections: the ways in which parts of a system are connected. Viruses challenge this because they can linger on surfaces after we have left, drawing us into connection with one another, even though we aren’t actually touching. Social distancing is a way we are altering connections.
- Exchanges: what flows between us. This week, of course, that is a virus, but it is also information and encouragement. Watching Italians signing together is a form of exchange across an impermeable boundary. Flattening the curve is about slowing exchanges. Being aware of the quality and source of information is a way that we work with exchanges, paying more attention to public health officials and less attention to facebook speculation for example.
- Identities: These are important in complex systems. In British Columbia, our public health officer Bonnie Henry has become a powerful person because she shares quality information on a regular basis (becoming an important attractor in a quality exchange every day at noon). Identity is at play in many ways in the response to this pandemic too, and everything we know or think about ourselves is changing.
In this time I find myself watching the constraints in the system and trying to stay ahead of the ever-tightening boundaries. I’m mostly at home now or walking in the local forest far from others. I have found that adopting a set of heuristics is helping to guide my action. In complexity, heuristics help you to make decisions when you don’t have a plan. Some of the heuristics that I am using include:
- Act as if I am contagious and I have a responsibility not to infect others. Early last week this one was the one that shifted my behaviour from it being al about me to taking a public-minded approach. If I act as if I have it, it helps me to flatten the curve by taking measures that will protect me if I don’t have it. The goal is for all of us to delay getting this virus for as long as possible, and to avoid passing it on.
- Law of Mobility reimagined to stay away from groups. In Open Space, the law of mobility is “if you find yourself in a place where you are not learning or contributing, find somewhere where you can.” Now if I find myself in a place where there are more than two people, the heuristic is “If you find yourself in a group of two or more people, go somewhere where you aren’t.”
- Exercise and find some joy. I am at home with my beloved partner and our university student son. We are doing well and at this point preparing for longer isolation given the trajectory of the virus elsewhere. But that doesn’t mean we can’t go about our lives and be relatively normal. I use DAREBEE as the source of exercise programs and bodyweight workouts. The weather is beautiful and going outside is fine.
Heuristics are helpful. Listen to the way public health authorities are using them. They are offering heuristics for social distancing and self-isolation and when people do not follow those heuristics, the authorities properly treat it as a crisis, firmly in the chaotic domain, and apply tight constraints, banning openings, closing borders, forcing quarantines.
In complexity the role of the agents is paramount. IN an interconnected and interrelated system each of us has a responsibility. If you have ever played the systems game with me when learning Cynefin, you will know this. The Washington Post recently published an excellent simulation that shows the way in which constraints and boundaries affect the spread of the virus, and it also shows what happens when agents in the system practice good heuristics.
In a video shared on twitter, you get a sense of what to do when things become chaotic. You must act, and act quickly.
Right now we are mostly in the liminal space between chaos and complexity, and with specific deep dives into chaos. While things are deeply complex and you don’t have a plan, apply heuristics, sense what is happening and adapt. If you learn things you can do – like setting up community support groups and processes for delivering food through your community – do so. Make them complicated – in other words, more ordered – learn from others, replicate good practices tailored to your context, create documented processes, and implement them. When things become chaotic, apply tight constraints or follow the directions of those who are doing so.
Now more than ever, I’m glad for complexity thinking and sense-making. How are you seeing it where you are?
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I’m in trouble. In the best way. So get ready for a long and rambling post about geeky dialogic philosophy and complexity practice.
I’m a little bit known in some communities as a person that is writing and working with the notion of “container” in dialogic organization development. The word and concept itself comes from a lineage of thinking about the spaces inside which dialogue takes place, and there is certainly lots written about that. I think I first learned the term from the work of William Isaacs whose classic work, “Dialogue,” is a seminal reference in this field. He describes a dialogic container as the “sum of assumpitions, shared intentions, and beliefs of a group.”
While that was the first place I learned of the concept of container in dialogue, my learning about it was also informed by reading about complexity science, and especially learning about dissipative structures and autopoiesis, two key concepts in self-organization in living systems. Furthermore, I learned of the notion of sacred space in both Christianity and indigenous ceremonies, especially the Midewiwin, to which I was exposed in my University years. Finally, my thinking about container with respect to complexity has been heavily influenced by both Dave Snowden and Glenda Eoyang‘s work, as they have explored how these concepts and dynamics from the natural sciences show up in human systems. In this context, Dave’s work on enabling and governing constraints is incredibly useful and Glenda’s broad palette of tools helps us to illuminate and work with containers.
So that is a brief survey of where my understanding has come from. I find the concept incredibly helpful in understanding the dynamics of self-organizing systems and it helps us to find places to intervene in a complex system with a rigorous approach to explore and change the patterns of self-organization and emergence.
So I use the word “container” with a very specific meaning, but it’s not a meaning that is shared by everyone and it definitely not a meaning shared by folks who have a history of being contained. Occasionally I get scolded for using the word, and I own that. We must be VERY thoughtful about language in this work so this is a long post where I think about the implications of this troublesome word which is used to describe a useful concept badly.
The word and concept are useful in understanding and describing dialogic practice. But it has some SERIOUS baggage because in contexts of oppression and colonization the history of colonization, enclosure, and imprisonment is entirely the history of containing people; on reserves, in jails, in schools, in groups defined by race and marked by lines, in ghettoized neighbourhoods, in a million places in which people are contained, enclosed and deprived of their agency and freedom to create and maintain boundaries.
In these contexts, the word “container” is often heard as a reference to places that are created by people with the power to contain others, and very often they contain people who have a lesser amount of power to change or free themselves from that container.
It is true and important to note that any discussion about how to manage dialogic spaces – containers – is entirely dependant on the power one has to create and influence the boundaries, and manage the connections and exchanges. Creating a dialogic container is an act of privilege. Using the word “container” will almost always trigger a negative reaction in people that have been SUBJECTED to containment, against their wills, against the interests, and in the service of depriving them of power.
Liberation movements all over the world in all moments of history are about creating alternative spaces to the oppressive culture and conditions of the present. These are expressed in all kinds of ways. In land reform movements, for example, colonized lands are recovered and returned to their original owners. In movements to free people from enclosed and coercive spaces like exploitative labour, prisons, residential schools, oppressive child welfare practices, or human trafficking, alternative spaces are built for equality, justice, freedom, learning, self-actualization and growth. And the metaphor and reality extends to spaces where people change the language to talk about their conditions and create spaces where conversation, dialogue, and organizing can happen in a way that draws a line between the oppressive practices of the past and the liberating spaces of the future. Socially constructed narratives can provide alternative stories that begin to link, connect, and differentiate people in a way that helps them organize their conditions of freedom.
So one major problem with this troublesome word is how it works in English. The word “contain” can be brutal, because in English it is a transitive verb that is not continuous, meaning that it implies an action conducted upon a object and then arriving at a resting place, where the object is contained and the action is done. That is a troubling truth of the word “container” and partially explains why it rests so uncomfortably on a dialogic practice that is intended to create spaces of generatively, creativity and life. It objectifies the object of it’s action and it acts upon that object to bring about a final conclusion. There is a lot buried in the particular grammatical function of the word. There is no room in the English definition of the word for self-organization and emergence.
Truthfully, the space required for dialogic practice needs a type of verb that doesn’t come so easily to English: a collectively transitive verb that is generative, continuous, and describes something that changes in its use. I suspect, having been a poor student of Anishinaabemowin and a bit of Skwxwu7mesh snichim, that there are maybe such verb forms in these languages. In my long study of the Tao te Ching, I’ve come to understand the concept of “yin” to be this: the form that life takes, in which creative energy is contained so it can do it’s work. It is created and changed in its interdependent relationship to what happens within it, like the way a river bed both holds the river and gives water its form of “river” instead of “lake” and is changed by the river being in it. It implies “receptivity” to creative energy. In Japanese where there is a sophisticated vocabulary for these kinds of spaces, “ma” (?) might be the word I’m looking for: a word that my friend Yurie Makihara defines this way: “Ma is the time concept expressing the time between something and other thing. We say how to create Ma is really important to encourage you to speak or “it’s kind of nice to have this kind of Ma.” For me Ma is the word to include some special sense to say, so we don’t use it just to express the time and the place.” Even though Yurie’s English is quite good, it’s clear that translating this into English is nearly impossible! But I think you get a sense that Ma is a collective sense about the shared time and space relationships that create a moment in which something is possible. Ma describes that moment, in a spatial way.
So. As is often the case, I’m left with the hidden poverty of English to give me a word that serves as both verb and noun and that is highly process-dependant. Over the years folks have suggested words like “nest” “hearth” and “field” to describe it. These are good, but in some ways they are also just softer rebranding of the word “container” to imply a more life-filled space. The terms still don’t ask the question of who gets to create, own and maintain the container nor do they fully capture the beauty and generativity of a complex adaptive structure in which meaning-making, relationship, healing, planning, dreaming both occur and act to transform the place in which they occur.
If we cast our eyes about the culture a bit wider, they quickly land on the word “space.” We use the word “space” a lot in social change circles, but it has its own troublesome incompleteness. The problem with “space” is that it often tends to turn attention towards what is between us and away from the boundary that separates us from others. This can be the way in which creating space for social change can fall victim to an unarticulated shadow: inclusion always implies a boundary between what is included and what is not included. Many social change initiatives falter on an unresourceful encounter with the exclusion that is implied by radical inclusion. A healthy social system can speak as clearly and lovingly about this boundary as it can about the relationship within the system. And for me this is the important part of talking about dialogic practice. So I can understand the helpful neutrality of the term “space” because it can be a result of a tight and impermeable boundary or it can simply be what we give our attention too as we come into relationship around attractors like identities, ideas, purposes, or needs. It can beautifully describe the nature of the “spaces in between.” But it still doesn’t do enough for me to describe the relationship between the spaces and the forces – or constraints – in the system that give rise to a space and enable self-organization and life. Still, it’s a pretty good word.
So perhaps what is needed is a true artistic view of the problem, to look away from the problem and towards the negative space that defines it. That is indeed what I have started doing in my work, by focusing more on the factors that influence self-organization and emergence and less on naming the structure that is created as a result of those factors. This is a critical skill in working with complexity as a strategist, facilitator, manager, and evaluator. These constraints include the interdependent work of the attractors and the boundaries which help us create a “space” for sensemaking and action, whether dialogic action or something else. There is a place where you are either in or out, and there can be a transition zone that is quite fluid and interesting. There is also an attractor at play, which can be a shared purpose, a goal, a shared identity, a shared rhythm or something interesting and strange and emergent that brings us into relationship. Anywhere you find yourself, in any social space, you can probably identify the attractors, the boundaries and perhaps even the nature of the liminal space between completely in and completely out.
This brings us back to the power conversation, rather more helpfully I think. If we let go of the “container” and focus instead on the factors that shape it, we can talk about power right upfront. Attractors and boundaries are VERY POWERFUL. They are created by power and maintained and enforced by power and the negotiation about their nature – more or less stable, more or less influential, more or less permeable and mutable – is by definition a negotiation about power. As a facilitator one carries a tremendous amount of power into the design of dialogic spaces. The most energetic resistance I have ever received in my work is always around the choices I made and the nature of the attractors and boundaries I am working with. I have been told I am too controlling, or not controlling enough. I have been told that we aren’t asking the right question (“who are you to say what we should be talking about?”). I have been removed from my role because what I was doing was far too disruptive to the group’s culture and norms of how they work, and in enforcing the disruption, I was actually depriving people of accessing the power they needed in the work.
(See the stories from Hawaii here and here and this story from Nunavik. Being an outsider with this power is perilous work.)
So yes, the terms we use to describe dialogic spaces matter. Finding a word to describe these spaces is important, and this is an important piece of critical pedagogy for anyone teaching dialogue and facilitation.
But don’t let your work rest on the definition of the space. Understand where these spaces come from. Actively work to invite more self-organization and emergence into these spaces that are in service of life, love and liberation. Become skillful at working with boundaries and attractors, limits and invitations, constraints that enable life rather than govern outcomes, and get good at knowing what kinds of relationships and constraints are the best fit for what is needed. That is what we need as we co-create spaces of radical participation and liberation and to transform the toxic use of power and control so we get more and more skillful at inviting us all into life-affirming moments and futures.
What do you think?