Dave Snowden concluded his six-part series on the Channel and the Estuary this week. He used gangster movies and TV Series to illustrate the different kinds of contexts in which people are sense-making. The series contrasted the categorical ambiguity and gradients represented by the ecology of a tidal estuary with the managed and ordered passageway through uncertainty represented by the marked channel. The metaphors are meaningful for coastal people, and anyone who has had to navigate these kinds of marine ecosystems. The point is that navigating in the estuary and in the channel requires different approaches to sense-making.
The whole series deserves to be read and thought through, as it is an important declaration of what “complexity thinking” really is and what it requires from the complexity practitioner. It is also a warning against the way in which we receive the world in a pre-channeled, dredged state, made easier for us; “facilitated” one might say, especially by the digitization of our experience, which has dredged and channelled the world and offered us pre-designed categories of experience.
Dave’s series contains an embedded tribute to those whose lot in life requires them to practice estuarine thinking in a world of pre-cut channels. It recognizes the loneliness that such people sometimes experience and the separateness they often feel. It is also a call to action for an approach to organizational life that treats complexity as a context in which we are required to deploy “estuarine thinking.” These are lost capacities – exiled capacities, if you like – and we lose something essential if they disappear.
I have been wrestling with this series from the perspective of a person who hosts conversations in organizations and communities. Dave’s work has deeply shaped the way I view and practice facilitation over the past 15 years or so. It has left me in a liminal space of practice. I try to locate myself adjacent to those in the ‘facilitation’ world, those who are dialogic practitioners, and folks who are exploring the implications that complexity has for their practice. I say adjacent because I am aware that although I use the language of facilitation, dialogue, and hosting, I find that much of the practice in these fields fails to confront the complexity of human groups and systems. We all have work to do to build our practice around Dave’s invitation, not just in these posts but in his work in general as it relates to complex facilitation.
The thing about complexity is that once you see it you can’t unsee it, and Dave’s refection on the gangsters and business mavens from Guinness, Peaky Blinders and The Godfather had me noticing similar patterns in the stories I was encountering. Last weekend, we attended a screening of the 1961 version of the film West Side Story, which is unbelievably contemporary in many ways, not the least of which is that it explores what happens when people are born into a world of tight constraints not of their making. I have never seen the film or the musical, so this was all new to me. There is A LOT I can say about this film, and perhaps it deserves a whole other post to explore some of the themes, but one scene stood out to me in particular, and I think anyone who engages in facilitation (or community development or consulting or organizing) might find it beneficial to watch this and reflect.
The two gangs, the Jets and the Sharks, are locked in a struggle against each other, divided by ethnicity, neighbourhood, history, and class. Tony, the former leader of the Jets, falls in love with Maria, the younger sister of the Sharks’ leader. Their love crosses the boundaries of gangs, race, history, and tradition. Both gangs sing about the constraints of their worlds: childhood trauma, exclusion, racism, homesickness, loyalty, and the struggle to belong. At a critical point in the film, both gangs agree to meet at a dance in what they consider ‘neutral’ territory.
The dance is run by a social worker called Glad Hand, played beautiful by John Astin. Glad Hand, armed with his clipboard and his whistle, has some activities planned for the dance, and he naively tries to mix up the crowd of teenagers, probably so that they might have a different kind of experience of getting to know one another. His design for the evening is almost totally ignorant of the contexts that make it impossible for this dance to have any kind of success. It is a well-intentioned effort that goes terribly wrong. You can see the painfully earnest effort on Astin’s face, convinced that he is bringing a hopeful and helpful evening to this group of poor immigrant youth.
In the key scene, Glad Hand organizes the teenagers into a circle dance. the idea is that the girls walk one way and the boys walk the other and when he blows the whistle you have to dance with who ever you are standing in front of. He says “form a circle. Boys will be on the outside, girls will be on the inside.” Action, one of the Jets who has the best, most cynical quips in the films asks “And where will you be?” Glad Hand chuckles nervously with an awkward smile and ignores the question.
It takes a few moments for anyone to move into the circle. There is no trust between the teens and Glad Hand and everybody is HYPER aware of the dynamics in the room which Glad Hand has just gleefully ignored in favour of his plans and his clipboard. He has tried to create “safe” space and the gangs understand this as “neutral” space, which is a very different thing. “Neutral” requires that you keep your guard up and restrain your instincts. While Glad Hand is committed to civility, the gangs are actually committed to an uneasy peace in a social field that is filled with tension.
As the circle dance begins Glad Hand is clearly waiting for his chance to impose a predetermined outcome, where the Sharks girls will end up with the Jets boys and vice versa. It’s transparent and manipulative. The kids in the dance are looking anxiously around themselves, scanning the room and knowing exactly where they are in every moment. Glad Hand blows his whistle when the circles are lined up perfectly for his agenda. Immediately everyone catches on to what is happening. They stop, look around and break the exercise and go back into their couples and groups, and the dance disintegrates into a ritualized gang war, with the two sides doing their own thing more divided than ever. As the circle breaks down you can see the police officer running to Glad Hand and clearly reprimanding him for the situation he has created. This is the last we see of the social worker.
This is deeply familiar to me, and perhaps you too. For many of us the facilitation journey starts with tools and methods. A devotion to these creates a situation in which the context and pre-existing constraints are pushed into the background. When a group rebels against what I am doing. my experience has been that it is almost always the result of my own ignorance to what is happening in the group. These are hard lessons to learn, but important. It’s why I wrote the series on theory, to recognize that the dialogic containers in which we are working are embedded in multiple constraint regimes and landscapes of context which exert a more powerful influence on the present moment than a facilitated method.
Dave’s recent series pushes us to understand the capacity needed not only to enter into the ambiguous and uncertain space of complex situations, but to navigate once we are there. It calls me to a practice of constant self-reflection, knowing that in any situations it is impossible to map the next step, and recognizing that the channel markers I encounter are often the ones I have put down before, to protect myself, to avoid the messiness I can’t handle, to steer the group into a place where I am most comfortable or hopeful. Channels are not bad in and of themselves. But one cannot lose sight of the estuary in which the channel is dredged.
Relentless self-awareness is critical to leading in the estuary. Being aware of where we are in relation to what is happening, and knowing how to respond to the steadily changing context is the capacity. It is not often what people are contracting you for; so often the client wants certainty and structure and guidance. What is needed in complexity instead is a kind of learning scaffolding that for developing the capacity that people have for being in the estuary. Dredging a channel does not mean that we are no longer navigating in the salt marsh. On the contrary, it may well rob us of the ability to be able to do so.
