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Purpose really is the invisible leader

May 21, 2026 By Complexity, Design, Facilitation, Featured, Leadership, Organization No Comments

Posting a link to Corina Enache’s LinkedIn post, because I don’t think she has a blog.

This one on purpose, with a hat tip to David Graeber’s work, is important. I was ruminating on this post as I walked in the Dentelles Massif yesterday in Provence.

Here is a long quote:

Purpose-driven culture, under [Graeber’s] lens, is a moral vocabulary the organisation uses to manage its people not a gift of coherence, engagement and direction. It reframes compliance as meaning and it asks you not just to do the work but to feel good about it on terms someone else defined.

The tell is what happens when you don’t feel it, when the “purpose” doesn’t land for you, when the why feels thin or disconnected from your daily reality, that becomes your problem. A coaching conversation, a culture fit question. The purpose is never interrogated but you for sure will be.

Here is the alternative: stop writing purpose statements and start asking purpose questions. What do the people doing the work think this organisation is actually for? What would they protect if they could? What makes the work feel worth doing from where they sit, not from the executive floor? You might find your purpose statement survives that conversation and you might find it needs a complete rewrite.

Purpose that is handed down is a message and purpose that is built together is a belief.

This is the best argument for taking a narrative approach to planning work. Many organizations are approaching me these days to get folks clear on purpose and it largely comes from the planning committee or the leadership and a desire for coherence or — shudder — alignment. Of course good leaders can sense a moment when a group of people feels incoherent, when they seem to be at odds with one another or somehow drifting. That’s often when consultants get called.

Enache’s antidote is probably the wisest thing that one can do to begin the process of finding purpose. Purpose hasn’t disappeared. It just shows up at different scales and in different ways. If your organization pays well to keep people around but treats them badly, expect to have a lot of employees who are there for a pay check that funds their lives rather than whatever higher or loftier goals you have.

On the other hand be wary of using purpose to coerce people into working for you and putting up with poor job conditions or underpaid labour. I see this in non-profit and other settings where an appeal to a person’s sense of duty is sometimes used as a cudgel to get them to settle for a lower standards and pay.

Mary Parker Follett famously said that “purpose is the invisible leader.” This is true. But it is true in the sense that purpose is everywhere and unless you can surface it in some way any attempt to superimpose a purpose on what’s already there will set your people at odds with one another and with the strategic decision makers. They are already being led by purpose. Do you know what it is?

Starting with a narrative capture doesn’t always give the results leaders want. One organization I worked with did this as a prequel to some focuses planning and they learned a lot of uncomfortable truths about why their staff worked the way they did and especially, why their senior staff seemed so individually focussed. It had to do with how much control the executives held. There was nothing room for anyone else to contribute and so each person just didn’t their own thing. No amount of conversation could undo the structure of the field that had been laid down for many years.

For that organization the retreat became a pro forma offsite, with the leaders unwilling to have the conversations that needed to be had. But the narrative work we did offered a repository of questions and insights that they can back to over the years and helped them let go of the control they held so tightly. It let the organization evolve through successorship phase as a few left and a few felt the shift in an invitation to step deeper into stewarding the future of the organization.

The lesson is that purpose lives in the texture of the field, not in the aspirational statements people sometimes use to structure accountabilities. Surface and explore it and it becomes possible to work with it.

Getting the shivers of reverence

May 6, 2026 By Uncategorized One Comment

Above Calanque Port-Pin looking back to the Cap Canaille near Cassis.

I’m in the south of France on the first leg of a holiday that combines a few days in Cassis, a seven day walk through the villages of Provence and then some travelling and visiting of places like Arles, Avignon and elsewhere in the region. While we are in Cassis we have been hiking on the sea cliffs, which is my very favourite form of walking. Around here the cliffs are limestone escarpments that rise up out of the Mediterranean to heights of almost 400 meters. The Cap Canaille that I’m looking at now is considered the highest sea cliff on the French coast.

Last year we visited the west coast of Italy and although I have been to the Mediterranean several times, each time I visit I am more struck and more taken with the history of these waters. Of course its all around you, in the architecture, the most notable of which is the defence constructions because this place has long been the sight of conflict, war, invasion and piracy, and those things last.

But especially here in The Calanques, a set of limestone inlets that serrate the coast east of Marseille, the more ancient history is at play. Geologically, the Mediterranean is interesting becasue it has experienced cataclymisc floods and events for millions of years. There were times it was cut off from the Atlantic, giving rise to what is know as the Messinian salinity crisis . This was followed by the Zanclean deluge when the Atlantic Ocean rushed in and filled the basin in a mega flooding event that are almost unimaginable at scale.

And there were ice ages that lowered the sea level by hundreds of meters.

Now the coolest thing I thing I have learned on this trip so far has to do with the rising and falling sea levels induced by the ice ages and the nature of the limestone all around. Limestone of course is porus and highly soluble, and when water drips through it from the surface it can carve out vast cave complexes. All over this region are caves which have been used as hermitages, wine cellars, protection and food storage up to the present day. Some of these caves were formed when the sea level was much lower, and now that it has risen again, these underwater caves are incredible grottos for divers to explore.

There is a cave not too far from here that was discovered 37 meters below the surface of the sea, at the base of a cliff by a diving guide called Henri Cosquer. He discovered the cave which now bears his name through a series of solo dives. The cave has a small opening and is big and long, and extends for 175 meters, slightly upward until you come to the surface of the water, which forms a small lake inside a cavernous hall. Cosquer spent many years following the cave to this lake, nearly dying a few times. Mostly he did this solo and kept the location a secret. When he finally found the chamber he was amazed by the limestone formations inside. There were the usual stalictites and stalagmites that one associates with limestone caves. There were mushroom shaped rocks and all kinds of interesting features. Cosquer and his friends kept exploring the cave and enjoying these sights privately.

One day in 1991, accompanied by his niece and two members of the local diving club, he was exploring the cave when they found a stencilled hand print on the cave wall. This moment, when they realized that they were not the first people to have been here must have been absolutely hair raising. Here is a cave millions of years old, submerged beneath 37 meters of water on a rough part of the coast, requiring a treacherous and technical swim into the dry gallery and here was evidence that a person had been here already. I keep thinking about what the feeling must have been like. Words cannot describe it.

It turns out that the handprint they found was not singular. This cave was ornately and liberally decorated with hundreds of prehistoric drawings dating back to between 19,000 and 27,000 years ago. There are 65 hand stencils, and 177 animal drawings all made when the sea level was lower and access to the cave was easily made one dry land. There are remnants of fires built for illumination and warmth and there are tools sitting where they were placed by the artists that carved and drew on the wall. Cosquer reported the find to the government and from that point on it was protected, studied and recognized as an archeological marvel.

All of this is captured in a museum in Marseille we visited that offers a kind of kitschy amusement park ride through a simulation of the cave. The story of Cosquer’s rediscovery of the cave though is incredibly compelling and I simply can’t shake the feeling that he must have had upon seeing that first hand print in the dark. Terror, awe, confusion, reverence…all of it probably. There is something about connecting beyond massive epochs and moments of history and geology that, as these most intimate scales, seems so profoundly deep.

The inundated delta

April 30, 2026 By Art of Harvesting, Art of Hosting, Complexity, Containers, Emergence, Facilitation, Featured 5 Comments

Over the past several weeks, Dave Snowden has been writing a very extensive series of long blog posts that serve as a watershed declaration of the state of his work thus far in the field of anthro-complexity. The posts both define what the field is and make sharp distinctions about what it isn’t, especially in relation to practices, ontologies, and theories that sit adjacent or close to it. I believe this represents a moment where Snowden is making a strong declaration about what anthro-complexity is, and being very deliberate about pulling it back from interpretations that seek to fit it into pre-existing understandings of complexity. Anthro-complexity is a new approach to complexity in human systems, and these posts are a strong statement of what that is.

In the course of these posts, Dave has focused in part on the Art of Hosting, among other approaches to working in complexity, and has named me explicitly as someone who has been trying to work within the field of the Art of Hosting to bring my own practice more in line with what I have been learning about anthro-complexity over the past 15 years or so, since I was introduced to Cynefin.

The entire series is very important to understand the context, and it is very long and dense stuff, but it’s important to understand some of the context. You can start the most recent series on the channel and the estuary here. For these posts I am going to write, I encourage you to read the two most direct posts about the Art of Hosting:

These posts have helped me to reach an important moment in my own thinking, and I promised to respond to them personally and messily, so I’ll do my best here, probably in a series of posts. I am just heading out on a three-and-a-half-week walking holiday, so I’m not sure how much I’ll be able to get to, but long walks do offer a chance to ruminate.

So here is the first of what will likely be a number of posts on this topic.

First, thank you, Dave, for naming me, and for naming the Art of Hosting as a practice field, and for putting some deeply important questions to me and to us. These are questions that help guide and deepen our understanding of the field we work in. The Art of Hosting field is a broad one, spanning every continent, made up of people who arrive from many different traditions and levels of experience in the worlds of facilitation and change-making. Originally, the field was formed by folks moved by their experiences in social change, new metaphors of organizational leadership and systems change, and large-group facilitation methods. We are, and always have been, a community of practitioners first, and so the field has taken on the feel of a place where methods and tools are top of mind. I think the world sees the Art of Hosting as a collection of tools and practices for convening dialogue, and I don’t think that is incorrect. But it presents a problem that Snowden has identified, and it’s one we have to deal with.

The basic problem is this: while we use the language of emergence and complexity in the Art of Hosting, our use of methods and pre-designed processes, and our emphasis on “hosts,” means that we run the risk of not always being coherent with our own claims about emergence. Our approach to hosting conversations that matter certainly acknowledges emergence and can create conditions in which emergence happens, but it does that largely because humans operating in any constraint regime will create emergent outcomes. The question is whether that emergence is relevant to the field out of which these people come, or whether it is a distortion brought about by the container in which people are gathered and in which we convene conversation. A powerful conversation on its own is not helpful if its effects cannot survive contact with the system that it seeks to change.

The critique is important because it raises a question of epistemic justice, and I don’t think we answer that question very well: whose knowledge is being surfaced, and under what conditions? Are we enabling the distributed intelligence of the system to become visible, or are we shaping what can be said and heard through the design of our processes, invitations, and harvests?

If the conversations we convene are to truly matter, they must be coherent with the field in which they are situated. More than that, whatever emerges in those conversations must be able to travel back into that field and interact with it: shifting patterns, enabling action, and surviving beyond the temporary conditions of the container.

The issue, then, is not whether to convene, but how to do so in ways that remain accountable to the field. We need to be aware of the constraints we introduce, conscious of the power we hold as hosts, and attentive to whether what emerges is actually usable once people return to the systems they inhabit. And we need to be constantly critiquing our positionality.

Dave’s work lately has been to discuss systems as geological features. He locates the work of anthro-complexity firmly in the metaphor of the estuary, and yesterday his post very helpfully described the Art of Hosting (as a body of work) as a delta. These are two different kinds of systems, and the distinction is important. I want to quote from that post at length:

Art of Hosting is the delta of the leadership and organisational field. Over two decades and across dozens of cultural contexts, Toke Møller, Monica Nissen, and the community they built have produced real moments of collective intelligence, genuine emergence, and authentic contact. The practice carries real generosity and real craft, and this post takes that seriously.

But the delta has been building. The hosting aesthetic, the circle, the open space, the world café, the council, the harvest: these are now a recognisable repertoire, instantly legible to anyone who has spent time in that world. And a repertoire is a structure that precedes the encounter. The hosting team designs the invitation, shapes the container, holds the process, and harvests the outputs. The circle looks leaderless. The architecture is not.

Chris Corrigan, who has engaged generously with this argument in previous conversations and stated plainly that he is trying to change Art of Hosting from within, deserves acknowledgement here. That is the most intellectually honest position available to a practitioner committed to a tradition they have also diagnosed. It is exactly the move Griffin made with Stacey and the matrix: following the argument toward its conclusion, regardless of the professional cost. The question is whether the tradition as a whole is willing to follow that argument, or whether the delta will continue to accumulate.

The delta’s generativity is real. The flood plain moments, the occasions when Art of Hosting breaks through its own container and something genuinely distributed happens, are not accidental. They are what the tradition has been reaching for, and they occur. The problem is that the method cannot reliably produce them, cannot fully explain when they occur, and cannot sustain them when they do. The hosting team is still in the room. The design is still prior. The harvest is still shaped by hands that arrived before the conversation began.

In order to fairly deal with this critique we must honestly look at the ways in which it is true. And so to all my friends and colleagues in this field, I invite you and us to find the genuine questions in here that help us deepen our practice and rise to the challenge posed by serious questions of epistemic justice, legitimate change, and a deeper understanding of complexity and its dynamics.

My experience of reading Dave’s posts lately has been at times feeling a bit defensive but on the whole (and especially after yesterday’s) more akin to what a delta might feel during and after an autumn king tide, when it is overwhelmed and inundated by the sea and the rain. When the deluge stops and the tide ebbs, one finds that the landscape has been gently rearranged and new patterns of flow and precarious stability arise. I find myself in somewhat familiar location, but standing on new ground and needing to re-navigate and re-orient myself and my practice. I genuine experience of estuarine thinking. As I have been doing so over the past few days (during which I was also co-leading an Art of Hosting training) I found myself operating with heightened curiosity and inquiry.

I’ll write more about these questions, and especially as they relate specifically to how I understand the practice of the Art of Hosting, the usefulness of methods (including harvest), the importance of dialogic containers and how anthro-complexity helps us make better change. Stay tuned, and enjoy the view.

Control, facilitation, and the Golden Rule

April 28, 2026 By Art of Hosting, Chaordic design, Complexity, Containers, Facilitation, Featured No Comments

We are just about to begin Day Two of our bi-annual Art of Hosting here in Vancouver. Yesterday, we introduced participants to the four-fold practice of the art of hosting (presence, participation, hosting and co-creation) as a generative framework for designing participatory meeting and supporting participatory leadership, and we also taught the Chaordic Path, as a way into confronting the dynamics of self-organization in meetings.

This teaching in particular is a bit of a gateway into complexity theory, as it is intended to help participants confront issues of control and self-organization in facilitation and leadership. For many people coming to the practice of hosting, where we place an emphasis on working with constraints rather than intervening in events, the idea that groups of people can be self-organizing within constraints is sometimes a challenging notion. The idea that we might design dialogic containers thoughtfully to encourage work that is useful, rich, affirming, novel, and full of diversity, difference and novelty is desired, but is tricky in practice.

For me, the dance of chaos and order and the confrontation with the potential of self-organization I found in Open Space in 1995 was mind blowing. It transformed my facilitation practice from being a person whose job was to control conversations, make sure that they “stayed on track” and “dealt with” conflict. My job had been to reframe people’s words and help people listen to each other and write longs lists of things on flip charts. That’s okay I suppose in a communications workshop, but in meetings? Hmm.

At the same time as I had been facilitating groups that way I hated being facilitated in this way. I didn’t want someone reframing things I was saying. I didn’t want differences mediated between myself and another person; I wanted to work those out together. I didn’t need someone else to tell me to listen to another person with curiosity. And if something was to go up on a flip chart, I needed it to be in my own words, especially if the facilitator working with us didn’t know anything about the context they were working in.

After 30 years of hosting conversations very differently, I still get clients calling me to facilitate conversations by, essentially, inserting myself into a set of human dynamics that they are unable or unwilling to participate in. It is not the folks that are excluded or unheard in organizational or community dynamics that are calling me. It is often folks whose agendas are not finding a fast enough route to implementation because there is resistance in the field.

My work is often to help those folks discover what is actually happening. This resistance is information and it tells us a lot about what is possible and what isn’t. Running roughshod over resistance is possible, but unethical. Exploring the nature of the field of relations is a pre-requisite to discovering the affordances for action.

(I once had an employer group contact me to see if I could facilitate the employers’ agenda regarding labour relations issues becasue the unions they worked with were always being unreasonable. When I asked to call the union reps to talk about the issue they told me that wasn’t part of the work and they simply needed me to find a way to get the union to back off their demands and grievances and forward to employers’ agenda. Of course I declined the offer to work with them).

Perhaps it goes without saying, but I think there are a lot of implicit actions of control built into the unexamined role of the facilitator. When folks ask me to deal with difficult people as if I have some magic wand, I’ll often ask them “how would you like to be treated if someone didn’t like what you had to say?” I think in general, most folks are not in favour of being controlled by others, but there is some residual idea out there that facilitation or leadership comes with permission to control conversations, conflict, and dissent. It can be a useful practice for those of us who lead or work with groups to reflect on these questions.

Enabling self-organization and co-creation of a container that can hold conflict is the better – and harder – way. But a group that learns to work with difference and hold conflict generatively while also dealing with harm in a relational way is a resilient group. It becomes a group that can host itself and that doesn’t require a facilitator at all.

To paraphrase Derrida, “the moment of facilitation is a moment of madness.”

Colonization today

April 28, 2026 By Democracy No Comments

The leadership candidates for the Conservative Party of BC vow to roll back indigenous rights and stop returning land to First Nations. and also object to being called colonizers, which begs the question about what they think colonization is.

Billionaires are colonizing our skies. If you think this is bad, the night skies will soon be populated with a million Starlink satellites and thousands more from other companies and nations. And it gets worse as there are companies like Reflect Orbital prepared to launch satellite grids that will reflect sunlight to the night side of Earth to power solar arrays 24/7. Follow Sam Lawler for more.