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 the theme of the gathering to refocus everyone on the task at hand. Just as you start to walk out of the circle and let the group take over, a hand goes up “Excuse me, but what if no one comes to my session?” And then another “Yes and what happens if there are two things going on at the same time and I want to do both ” And so on…
Here you have a choice. Answering the questions stops everything. And truthfully your answer SHOULD be “I don’t know” but you are also trapped in the pattern of “facilitator as expert” and so you try to answer…”well, you could wait a while and see who comes…and you, you can move around between sessions or maybe see if you can get a session moved to another time slot….”
“Yes but what if…”
And on it goes. And you are not getting to work. And those that are ready are also not getting to work, which is REALLY frustrating because what you are actually doing is indulging people’s anxieties. Anytime you answer a question about a hypothetical situation, you are not helping. You are entraining the group into your perceived expertise instead of letting them discover possibilities on their own.
So there is a better choice and it’s one that I’ve been using for a couple of years now. In the second before you let people get to work you ask the group a question: “Put your hand up if you have enough clarity from the instruction I just gave to get down to work.” Many, many hands should go up. Invite people to keep their hands up, and then utter these magic words.
“If any of you have questions about the process, ask these people.” And then remove yourself from the situation.
This does two things. First it immediately makes visible how many people are ready to get going and that shows everyone that any further delay is just getting in the way of work. And second, it helps people who are confused to see that there are people all around them that can help them out. And that is the simplest way to make a group’s capacity visible and active.
You will have to brave a little fire from time to time. Even after doing this recently I had a person say “Can I just ask a question for clarification, though?” to which I replied “no.” She was shocked. I let people get to work and then went over to talk to her myself.
“What can I help you with?”
She got a little angry. “I had a question about notes.”
“Sure what is it?”
“Well I’m not going to ask it now. I think it was a question that the whole group should have heard.”
You need to help people see that their anxiety and their ego are a potent mix. It may well have been a great question about taking notes. It may well have been valuable on some level for everyone to hear. But almost certainly it would not have been more valuable than the group becoming aware of its own capacity and getting down to work. And if I couldn’t answer the question one on one, then I was left wondering if it wasn’t just going to be some clever grandstanding.
Getting myself out of the middle of the work is hard not only because my ego gets tickled a little by my own role, but because other people’s egos conspire to keep me in the middle. Ever since I have used this technique, turning the group’s attention to its own resourcefulness has never failed.
And as a shameless plug, we’ll cover more techniques like this in my Open Space Technology facilitator training June 2-3, 2016 in Vancouver. I hate adding commercials at the end of a blog post, but click on through if this is something you’d like to learn more about!
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” which is an excellent example of an espoused belief that crumbles in the face of the reality that Eric was just punched by Richard. As anyone with teenagers knows, just saying something “should” or “shouldn’t” happen is no guarantee that it will or won’t, and is an utter denial of what just did happen (or didn’t!). Any statement that contains “should” is an argument with reality.
Every time we enter into complexity work with clients we confront limiting beliefs: this won’t work, we’ve already tried it, it’s impossible, the boss will kill it, we don’t know what to do, the answer has to be clear, and so on. Limiting beliefs do a couple of things. First they limit thinking by exerting a powerful constraint over the mind that, left unquestioned, makes us narrow our ability to scan of possibilities. And second, they cognitively entrain our thinking with unhelful attractors, so that when the boss enters the room, so do all our thoughts about the boss’s resourcefulness and support. Doing creative work with unquestioned beliefes in the way is near impossible.
The way to deal with this kind of thinking is, not surprisingly, informed by complexity practice. So this means that it won’t work to ask a direct question about that belief. Addressing situations head on is a good strategy for complicated problems but a poor strategy for complex ones. And entrained brains will always game the system. In practice this misapplication looks like adopting an affirmation or something like “I will be kinder towards my boss” that doesn’t shift thinking at all, and in fact can bury the resent and anger directed at the boss that will come out in some passive aggressive .form when you least expect it or least desire it.
instead we inquire into the the thought by looking at how a belief lines up with reality, and then looking at what happens when we are believing thoughts – how our body, emotions and behaviours are influenced when a belief is active in our mind. From there we engage in a powerful set of exercises called “turnarounds” in which we investigate beliefs from different angles. After that, we simply sit and let the mind settle. there is no action plan. We are not fixing problems, we are rewiring our cognition. It’s a simple practice, but it works because we take an oblique approach to addressing the constraints, attractors and solidified identities that limit our ability to do good work in complex and uncertain environments.
It has been very cool developing this practice with my partner Caitlin Frost who is a master facilitator and teacher of this work. As I have been exploring the world of complexity-based design, I have been seeing more and more how this process is a strong complexity-based approach to addressed constraints and cognitive entrainment in our thinking. It’s a key piece of strategic capacity building.
When you make your living in the world as a facilitator, you can’t help but notice the quality of conversation that surrounds you. People come up to me all the time asking advice about how to have this or that chat with colleagues or loved ones. Folks download on me their grief that our civic conversations have been polluted by rudeness and the inability to listen. We feel an overall malaise that somehow our organizations or communities could be doing better.
“We shall not cease from exploration, and the end of all our exploring will be to arrive where we started and know the place for the first time.”
— TS Eliot
Our Beyond the Basics team is about to host our last gathering of the current cycle of offers, back in North America. Over the past five Beyond the Basics offerings I have learned more than I feel like I’ve shared. I can feel that my practice has changed as a result of doing this work, and I’ve become interested in the way our team’s ideas and lessons from working at scale have begun to outline a form and practice of leadership that is needed in much of our work now.