In the last couple of weeks I have been in deep and important conversations about the work of facilitating change in the world. I am just back from another Art of Hosting gathering, this time in Boulder, Colorado and, among the many many things that were on my mind there, the subject of talk and action came up.
This was especially a good time to have this conversation as this particular Art of Hosting brought together many deep practitioners of both the Art of Hosting approach to facilitating change and the U-process approach to action and systemic change. One of the conversations I had related to solving really tough problems and I had a deep insight in that discussion.
I think first of all that there is a false dichotomy between talk and action. To be more precise I should say that there is a symbiotic relationship between talk and action. We can act any way we choose, and that is just fine, but when we want to take action that is wise, we need to be in conversation with others. We may also be in conversation with context as well, which looks like a literature review, a market study, an environmental scan and so on. Regardless, wisdom follows from being with the insights of others. Wise action is what we do after we have talked well together.
The question now is, what role does wise action have in solving tough problems? It seems to me that every system that responds to something has an action system within it. The action system is what the system or community uses to move on any particular need. And so, in Canada we have a legal system that creates action to resolve disputes between parties. We have a food system that delivers food to our stores. We have a health care system to care for us when we are sick. Within these three systems, there is a discrete action system and there is a lot of conversation. In the legal system conversation and action are raised to high and almost ritualistic arts. The formal conversation of a courtroom is so far beyond regular conversation that one actually has to hire a specialist to engage in it. And judgements, court orders and sentences are the mechanisms by which change takes place. Various bodies enforce these judgements so that there is accountability in the system.
Similarly, the food system and the health care system have conversational forums, meetings and so on in which wisdom and strategy is discerned, and there are trucks and doctors to do the work.
The problem is that neither of these three systems contains an action system that can reduce crime, prevent malnutrition or lower patient wait times. In other words thare are problems that are too big for the curent action system of any given community, society, or world. These problems become known as “wicked problems” or intractable problems, and they are often met with much despair.
When we are faced with these problems, we need to ask ourselves what to do. Do we use the existing systems, even in novel recombination, to try to tackle the biggest problems? Or perhaps is the biggest problem the capacity of the action system itself?
This is an intriguing idea to me. This is what I jotted down this morning in an email to some of my mates about this:
If we take the biggest, toughest and most intractable problem of any community we see immediately that the reason it is so is clearly that the community does not have the ability to deal with it. Water quality is an issue only in places where the community action system has been unable to deal with it. That might be because the community action system is not big enough to address it from a systemic basis, or that the leadership capacity is not strong enough or the collective container is not robust enough, or any combination. Ultimately the biggest problem for any community is: what do we need to do to get our collective power and action working on our toughest problems so that they are no longer our toughest problems?
I wrote a short note on the plane coming home from Denver, and it relates to how absolutely critical harvest is, in terms of focusing our eyes on the ways in which any conversation or meeting might affect a community’s action system. This is an attempt to caputre a simple form of the pitfalls of a false action/talk dichotomy and the necessity for learning, reflection and inquiry in a system.
“If we are wanting stuff to get done by any system, the first question is an appreciative inquiry into how things usually get done in the system so that we know what we are harvesting intoand we understand what forms of harvest will best serve the actions we want to take as a result of any conversation.
But what do we do when the system itself is not up to the task of taking action on a large problem? In that case, the inquiry has to find a way to get the system to act on itself to create the conditions and change necessary for it to become powerful enough to move into action on the intractable problem. This is difficult because it requires “bootstrapping” the system to see itself and then teach itself to be bigger and more powerful.”
I don’t know how to do this. But I feel deeply that THIS is the challenge. We can solve global warming IF we figure out how the world community action system can develop the capacity to address the problem. If we don’t develop that capacity, we won’t solve the problem. We can break it into more manageable bits and pieces that fit what we can already do, but global warming is an emergent phenomenon and it needs an emergent response. So what is the biggest problem? Not global warming…it is us…the biggest problem is the inability of our existing systems to address it. And to me, daunting as it is, that seems like work we can actually do togather.
So that is where I am currently, as a facilitator of deep conversation, interested in how we can connect inquiry, talk, harvest and action to find and use the power we need to make to big changes our world needs.
Your thoughts? What seems especially interesting about this take on wicked problems?
[tags]wicked problems[/tags]
Fresh on the heels of a gathering I co-hosted here on Bowen Island this week, I have begun a year long research project to look at how hosting, facilitating and convening conversations can help shift people, organizations and communities to new levels of awareness, work and changemaking in their worlds.
Posts here that relate to this research project are tagged with “CoHo” which is one of things some of us are calling this initiative. It is a contraction of “Council of Hosts” which is how we gathered and constituted ourselves last week. As a Council – a term that refers more to the method of deliberation among ourselves and not to a formal structure – we identified a key need that caused us to be joined in our work. All of us present at the gathering work with people who are stuck, affected by large scale systemic forces that conspire to constrain them. Not knowing how to work within these constraints is an incredibly disempowering feeling, as is working at one level, on say resource conservation, when you are fully aware of the large scale processes unfolding around you, like climate change, over which we have no control.
In a Council we decided that as a group our purpose was jointly to look at how we can be forces of conscious evolution through hosting. For me, conscious evolution is as simple as having the experience of becoming “bigger” in terms of consciousness of forces and systems and the impact we can have on those forces and systems.
What is interesting is that despite the fact that we are small players working in a big system, and we KNOW that our effect in the world is usually small and local, there is something almost inherent in human nature that convinces us that we can have more impact than it appears. To be sure, this sentiment sometimes becomes arrogance, especially here in North America, but everywhere I have been in this world, among many different people living in wildly different circumstances, I find this pattern of optimism. Whether or not that optimism is productive, or stands a chance at worldchanging is an interesting question, but even more interesting for me is this question: if we are truly products of the global earth system, and we know that we are simply small pieces of a huge and complex living system, where does this impulse, calling or optimism come from?
There seems to be something about being human that allows us to respond to a call that is bigger that the space we occupy in the system of life on earth. I am curious about what this call means and what happens when we respond to it, and also how we come in alignment with the various fields that seem to accelerate change. In short, why does one person think he or she can make a difference, and why does that sometimes actually happen? What needs to come into alignment to make change flow?
Ultimately I am looking for patterns. For me, my inquiry for the work is to look at a number of questions:
- What are the patterns that hold us and what can we learn about those patterns about how things evolve, how changes can flow through systems?
- How do we as hosts help to create the conditions for conscious evolution within systems?
- What are the patterns for doing this work?
In terms of the work of CoHo, this inquiry underpins my existing work, and is definitely my learning edge in terms of my work as a facilitator of process with groups that seek change. I invite you, and we invite you, to join us. I’ll post more information on how to in the coming weeks.
This week I was in a gathering with 16 friends about the nature of hosting new organizational structures that arise from the hosting practices that seek to move groups to new levels of consciousness and collaboration. The gathering was essentially four days long, and at the end of second last day I had an interesting conversation with my friends Peggy Holman and George Por about the art of harvesting. “Harvesting” is usually thought of as a way of telling the historical story of a gathering, and as a metaphor it has some value in terms of expanding the idea beyond the forms of minutes, notes or summaries. In the Art of Hosting community we are currently looking at how to broaden this activity.
George and Peggy and I looked at what this starting pattern said about the processes of harvesting, including teasing apart the word itself. We started by teasing apart the basic pattern of harvest and noticed that it lives in three modes: time, media and speech acts. We immediately asked the question what would harvesting looked like if we fully harvested from these modes, to wit:
- Time modes of the past present and future. We are practiced at harvesting from what has happened, but what does it mean to harvest in the moment, and to harvest from the future? The World Cafe process lights up the practice of harvesting in the present, as we capture and map nuggets of insight. The work of the Presencing community might have some insight into how we might harvest from the future, through a process of sensing and presencing.
- Media modes include the typical text modes that we use to harvest (reports and web sites, for example) but increasingly I am personally using audio and visual representations in my own harvesting work and this week I worked with Thomas Arthur who, as a performing artist and in relationship with Ashley Cooper, is harvesting from our gathering using video to capture the patterns of how we were together. Graphic facilitation is a method that combines hosting and harvest in the present, and the commission of music, dance and other movement is a mode of harvest that, although it is strange to Western cultures, is very alive in traditional cultures. Here on the west coast of North America events are harvested through song and dance and the song and dance live to “tell the story” of an event. In the Ojibway territories of Canada, they used birch bark scrolls and petroglyphs, “abstract” wampum belts and rock paintings of images and shapes to harvest. Traditional cultures know that the full story of something cannot be told simply with language and so the harvest often lives in what western cultures might call abstract art. It is precisely this abstraction that allows for the richness of the harvest to live.
- Speech act modes are all about the way the harvest is communicated. Typically harvest takes the shape of “telling the story” and so remains in the monological mode. Harvesting can also take the form of inquiry where the harvest is a question and invitation to engage. In both modes support is needed for understanding to arise, so in a telling mode, one must have a good communications infrastructure to get the story out and understood, In an inquiry mode, one also needs a way to support the harvest of an event. Harvesting through inquiry sets up a reflective learning process with the world at large and so it demands an open, inviting and deep listening infrastructure to further the work of the gathering that produced the harvest.
- Levels of what is happening which implies that there is more going on in any given gathering than simply what can be captured in a set of notes. Levels might include, the level of work, the level of process, the level of underlying patterns.
I got really excited about these, for when you combine these modes together (in the moment video making, having children in a gathering tell the story of the future, producing a series of audio recordings that ask questions) the art of harvesting becomes liberating and alive. A menu pattern emerges in which you might select harvesting strategies to both serve the purpose of the gathering and stretch it to harvest the underlying patterns of the gathering which make for learning conversations about HOW we meet as well as what is done in any given meeting.
There are many other dynamics that might emerge from this thinking on harvesting, including how we might harvest both individually and collectively or in combination, and harvesting from an inner perspective along with an objective perspective, which leads us to an integral model of harvest.
We also spoke of how technology, taxonomy and folksonomy might conspire to extract patterns of meaning from our artifacts of conversation through “knowledge gardening“, which is work that has been alive in George’s life for many decades.
As we spoke I found that our conversation became inspiring and emergent. We initially began informally in three chairs at the end of a long day of meeting, and we moved to have dinner together in the room in which we had held a World Cafe earlier in the day. The markers and paper were still on this table, like a huge “back of a napkin” which just begged scrawl. I started mind mapping our conversation which led us to explore many branches of what was possible and still keep the emerging whole in front of us. I was so excited by what we were learning together that I found myself “sparking” for many hours afterwards. There was a breathless feeling to our talk which became so strong that we actually felt it must be in the field of the after dinner conversation among others too. We called for a late night circle with others to harvest from the conversations that happened at the end of the day. What we discovered was that the pattern of inspiration was alive in the natural cafe of dinnertime and much of what was harvested by all and then understood collectively provided the fodder we needed to integrate our experiences of two days and lead us towards a place where day three could be convergent and about the implications of our work in the world together.
And so in the spirit of inquiry about harvesting, what do you think? What is alive in you about this story? Where does it lead you?
[tags]George Por, Peggy Holman[/tags]
From my friend Roq Garreau:
“Visioning means imagining. At first generally, and then, with increasing specificity, what you really want. That is what you really want. Not what someone else has taught you to want and not what you have learned to settle for. Visioning means taking off all of the constraints of assumed feasibility, of disbelief and past disappointments and letting your mind dwell upon its most noble, treasured, uplifting dreams. Some people, especially young people, engage in visioning with enthusiasm and ease. Some people find the exercise of visioning painful because a glowing picture of what could be makes what is all the more intolerable. Some people would never admit to their visions for fear of being thought impractical or unrealistic. They would find this paragraph uncomfortable to read, if they were willing to read it at all. And some people have been so crushed by their experience of the world that they can only stand to explain why any vision is impossible. That’s fine, they are needed too. Vision does need to be balanced with skepticism. We should say immediately, for the sake of the skeptics, that we do not believe that it is possible for the world to envision its way to a sustainable future. Vision without action is useless, but action without vision does not know where to go or how to go there. Vision is absolutely necessary to guide and motivate action. More than that, vision when widely shared and firmly kept in sight brings into being new systems. We mean that literally. Within the physical limits of space, time, material and energy, visionary human intentions can bring forth not only new information, new behaviour, new knowledge and new technology, but eventually new social institutions, new physical structures and new powers within human beings. A sustainable world can never come into being if it cannot be envisioned. The vision must be built up from the contribution of many people before it is complete and compelling.”
— Meadows, Donnella H., Dennis L. Meadows and Jørgen Randers
I’ve had great occaision to think about this quote this week. Roq actually sent this to me and the mayor of the island we live on. Our mayor, Bob Turner, is a guy who is pretty committed to vision, to sustainability and to participation. Yesterday Bob and I were discussing the possibility of a group of us on Bowen Island co-hosting an ongoing “vision collaboratory” which would simply be a place in which Bowen Islanders would be allowed to dream and share good ideas free from the constraints of action plans, resources and even possibility. We could harvest from these conversations using a wiki, Google Earth and other tools to create a simple but powerful ideas bank.
Why would this be important? Because many people want to participate in the life and future of their community, but they don’t want to devote large amounts of time to the formal process, or they don’t have the large amounts of money that allow them to buy and develop parts of the island. Also, there is something incredibly valuable about unfettered dreaming. A vision of 100 years has the luxury of not needing to be perfect and can often provide inspiration and solid ideas for those working on shorter timeframes with more constraints.
And so it looks like that is one project about to take shape here on Bowen Island.
But this vision quote struck me on other levels too, arising out of the experience I had last week in Denver, Colorado where I went to open space at the Placematters 06 conference. I was surrounded by visionary planners and practitioners, including people like Lyman Orton, the founder of the Orton Family Foundation, Tim Erickson from e-democracy.org and folks who run all kinds of mapping projects, visualization tools and instant sketchup kinds of things to help others envision a sustainable world.
I’m inspired to put these tools to work here in my local community, and maybe we’ll learn something about that that can be shared with other people in other communities.
Practice visioning – be sustainable and creative.
[tags]sustainability, placematters06, vision, mapping[/tags]
I’ve just finished co-hosting the Art of Hosting training with my mates Tenneson Woolf, Teresa Posakony and Brenda Chaddock, We spent four days with 27 people learning the art of hosting and convening meaningful conversations. There is much that I learned in that, as I always do when I am teaching, but what seems most present for me this morning is Tenneson’s persistent quest to find the simplest way to host meaningful conversations.
As a facilitator, I believe strongly that we should meet only when there is a need. It is best to hold a meeting when you don’t know what to do. And when you are at that spot, a meeting serves to help you and your colleagues find the wisdom, however large or small, to make good decision and act smartly.
In the Art of Hosting we teach the “chaordic stepping stones,” essentially a collection of things to pay attention to as you think about designing meetings, projects or organizations. These include knowing the need, knowing the purpose of the meeting and knowing who should be there.
And then, once you are together, there are a few simple tools that come in handy:
1. Be present. Being present means simply turning off all of the distractions that take us away from the question at hand. If there is a more important place we need to be we should be there rather than in a meeting. And so, if this meeting is the most important place to be, be here in this meeting. This is a tough one to live in a world of cell phones, blackberries and wireless internet, but our best work requires us to be fully present to the task at hand.
2. Have a good question. It is harder than you think to find the most important question for the need. But a meeting that is called around a question that matters is a meeting that will work an be worthwhile. So even if it is a regular Monday morning staff meeting, drop a good question into it…”What is up for you this week?” “What challenge do you think we need to face together this week?” “How can we be a little smarter together?”
3. Use a listening piece. A listening piece is a physical object that helps slow down the conversation. When you hold the object, you speak, when you are finished speaking, you put the object down. For important conversations, there is a need to speak deliberately and listen deliberately. The listening piece focuses our attention on what is being said and causes us to speak wisely. I don’t use a listening piece all the time or even all the way through a meeting, but at least a meeting where we begin with it and end with seems to make the conversation that much more deliberate. And, if you find yourself getting off track in the middle when contention and struggle arises, return to the listening piece to slow it down so we can get back to the wisdom that is in the room.
4. Work with mates. It is always better if there is a friend working with you. Someone to hold your back, bounce ideas off and help to discern things. We are wiser when we are working together, not when we are striking out on our own. When we are stuck, having a team mate matters.
5. Harvest. Find a way to harvest what you are learning, Take notes, draw a mind map, make commitments, conclude with an agreement. Harvesting is an art in itself, but a good meeting is always judged by it’s ability to produce a good result, and harvesting, in it’s many forms, ensures that that will happen.
6. Be wise. Take wise decisions and act wisely. After all, the whole reason for meeting in the first place was to do things a little smarter and a little better, wasn’t it?
Yesterday, we were sitting in the forest, after the Art of Hosting was over and talking about this simple pattern and what it means to find a few simple practices to hone our skills. I had a strong insight about how one learns to do this. It’s quite simple really: practise. There are countless opportunities in a lifetime to meet people in formal and informal settings, in meetings, at work, on the bus, at parties, in families…If you really want to get better and better at facilitating and hosting conversations, practice the simplest tools everywhere. Next time you meet someone at a party get a little curious, and throw a question out there: “What do you do? Really? What is it like to do that in the world?”
Repeat as necessary.
[tags]artofhosting, Tennson Woolf, Brenda Chaddock, Teresa Posakony[/tags]