WISE Women Using the Chaordic Stepping Stones

We love to invite the stories of how people use what they learn after attending an Art of Hosting gathering.  It sometimes seems daunting to bring new patterns and practices alive at work, in community or at home.  And sometimes it is hard to recognize yourself in some of the stories shared by the hosting team during the gathering, especially the larger, more high profile or long term stories.  So sharing where participants are stepping into practice in large and small ways helps illuminate many different entry points into shifting the shape of teams, organizations, communities and ways of being in the world – including in the first practice of the four fold practice of hosting self. This is the first such sharing of how Art of Hosting works for new and seasoned practitioners.  Perhaps you will see yourself or your starting point through these stories.

A team from the WISE Women organization in Newfoundland attended an Art of Hosting training in Fredericton in January of 2013.  They wanted to understand how to better support some of their clients in community engagement.  When asked a couple of months later how they were incorporating what they learned, this is what they shared.

“We definitely are using the practices and methods of the Chaordic Stepping Stones for our strategic planning sessions for the WISE/WEC Custer Project on Bell Island.   Currently working on the ‘Limiting Beliefs’.   Of course the awareness is helpful and making some of the beliefs conscious and shared has been bonding.”

Chaordic Path

She further shared, “Personally, I am using the World Café format for an upcoming ‘RED HAT Society’ Event I am hosting for 100 seniors in the community.  This format is working wonderfully for sharing of health related issues and information.”  – Linda Hickey

 

Explaining Art of Hosting for Beginner’s Wanting to Know What It Is

Every place we go has its own tone, texture and timing.  It is part of what makes Art of Hosting – or in the case of California in August 2012, the Art of Participatory Leadership and Social Innovation – so hard to define. “We” being whatever configuration of hosting and calling team has coalesced around an identified need or opportunity.  Every training is different because every place is different, every group that responds to the call is unique.

People who are just coming across Art of Hosting want to know, what is it?  One way to think of it is, at its core, a set of patterns and practices that help us be successful in complex circumstances.  Developing skill in using these patterns and practices is particularly helpful now at a time when long term strategic planning doesn’t work anymore (if it ever did) because we don’t know and can’t predict what ten, five or even two years down the road will look like.  One thing many of us have a growing awareness of is that what has worked in the past – strategies, practices, principles – doesn’t seem to work anymore – if it ever did.

The world is providing us with increasing complexity – in the environments in which we operate, our communities and in our organizations, especially as things seem to move faster and faster.  Social innovation is a response to this increasing complexity.  Rigid protocols have limited application in complexity.  Complexity calls for a different set of leadership skills – skills that tune in and are responsive to emergent circumstances.  Complex systems share behaviours that cannot be explained by their parts.  This requires a different set of frameworks to see and understand it.  In the Art of Participatory Leadership we draw on world view, chaordic path, divergence/convergence, the 2 loops of systems change, theory U and other frameworks as lenses through which to think about complexity and social innovation.  Social innovation looks for an alignment of circumstances that makes action possible – the relationship among elements.

One of the names we use for this type of experiential learning is the Art of Participatory Leadership because it also calls forth a new set of leadership skills required to deal with complexity and social innovation, quite different from how we think about traditional leadership.  Participatory leadership focuses on participation and engagement strategies, knowing from experience there is wisdom and knowledge that exists within a group, a team, an organization, a system.  When we make it visible in a group, it moves into the realm of collective wisdom, knowledge and understanding leading to a different kind of action and ultimately different results.

Participatory leadership  connects well in high pressure situations. Some of its core characteristics are curiosity or non-judgement, staying in the space of not knowing, generosity or openness, a belief that conversations matter and that good conversation leads to wise action.

It is not a quick fix or a magic bullet for problems that have existed and have been evolving over long periods of time.  However, there are often very immediate results for individuals as they examine and reflect on their own leadership practices.  This is also why we encourage teams to participate so they have a new common language and are more able to hold each other accountable to create a path of behaviour change and organization practices that will be sustainable.

A core element of the Art of Participatory Leadership is for each of us to deepen our own capacity to effect transformation – in ourselves and in a complex world.

Where have these practices and patterns been used? In community, private sector, academia, healthcare, and educational settings as well as social change efforts around the world.  The stories are only just beginning to be documented because many of us have been deep in the work rather than the writing about the work.  Stories are alive in Nova Scotia, Ohio, Minnesota, Europe and Brazil and many, many more places.

Art of Hosting is also a global self-organizing community of practitioners who use these integrated participative change processes, methods, maps, and planning tools (like circle practice, appreciative inquiry, world cafe and open space technology) to engage groups and teams in meaningful conversation, deliberate collaboration, and group-supported action for the common good.

The hosting and calling team for this first Art of Participatory Leadership and Social Innovation in California: myself, Jerry Nagel, Ann Badillo, Sherri CannonDana Pearlman and Mia Pond will weave stories of where this work is alive in the world into these three days of co-created emergent design and process – a little taste of what we do in the world and what is possible.

Interrelationship of Circle-Triangle-Square

Many people are so frustrated working within hierarchy and bureaucracy that when they are introduced to beautiful engagement processes like World Cafe, Circle Practice and Open Space, a new love affair begins.  These methodologies are powerful in re-igniting passion, hearing every voice, creating mindful and thoughtful conversational spaces that take individuals and groups into new territory.

The love affair becomes a bit jaded when people begin to say, “Conversation is great, but what about doing something?  Where is the action in these methods?  Where does decision making rest?”  As if creating meaningful and relevant conversational space and decision making or action are mutually exclusive.  In many cases though, people haven’t figured out how to make them work well together.  It is not either/or.  It is and. What is the leadership and understanding necessary to find the balance that invites both broad based engagement and effective decision making leading to wise action and movement on initiatives, especially social change initiatives inside organizations and systems?  What does it take to truly shift the shape of the world we live and work in?

Recent conversation with with Toke Moeller and Bob Wing in Brazil has sparked my curiosity and reflection on the relationship between the circle, triangle and square that we often reference in the Art of Hosting.

The circle represents the social technologies that engage people in deeper, more inclusive ways, tapping into human longing for connection and meaning.  Circle is an ancient and universal symbol of unity, wholeness, infinity, the goddess, and feminine power. It represents the sacred.

The triangle represents  hierarchy and structure within which so much work happens and decision making takes place. When the triangle points upwards, it symbolizes fire, male power and the masculine archetype.  The energy of doing and of action.

The square represents the physical world in contrast to the sacred.  In relationship with the circle and triangle, the square represents new forms of governance, stewardship or strategic thinking partnerships.

Power of Circle-Triangle-Square Interrelationships

Much of the intention behind or underneath circle or engagement strategies is to share leadership and responsibility more broadly.  We are not always clear on what that means. Sharing it doesn’t mean foregoing it as sometimes happens as people begin to experiment and play with engagement strategies.  A point is often reached where things feel stalled because we are not always clear where decision making fits or how to do it well.

Sometimes change processes fail because leaders are not clear on how decisions will be made in conjunction with engagement methodologies. They then “take back” decision making which seems to disempower the move toward shared leadership and shared responsibility.

Yet, very little gets done without decisions being made.  Clarity around decision making allows for stronger relationships and more powerful work processes.  Understanding the need for and how the circle and the triangle work together creates the space for more intentionality in processes and relationships.

There is not just one form of decision making that should always be used.  Sometimes consensus decision making is the most appropriate decision mechanism.  Other times decision making will be vested in an individual or a team that sits elsewhere in the organizational structure.  The lack of clarity around who makes what decisions when and how information flows is more likely to lead to problems more than the type of decision making structure.  The degree of trust inside of the relationships also has an impact.  In organizations or systems where the trust is high, decisions are trusted and respected no matter who makes them.  In organizations or systems where the trust is low, of course decisions are questioned and sometimes disrespected.  Quality of relationship can be improved through the circle, thus supporting the triangle better.  Clear decision making processes improve quality of relationship.

The circle and triangle  are nested inside of the square.  If the square is equated to stewarding or governance, the role of the square is about holding space and perspective from a strategic, bigger picture point of view.  Not so active in the decision making structures or in the conversational space but bringing the awareness of deeper patterns that relate to or underly any given process, initiative or movement, providing insight and perspective that then feeds back into the engagement (circle) and decision making (triangle) processes.

The danger lies not in any of these specific shapes. It is in becoming enamoured with any one of them to the exclusion of the others or disenchanted with one to the point of not wanting to engage it at all.  As I consider the work in front of me now, I will bring this deeper curiousity about the interrelationship between the circle, triangle and square into my process and coaching considerations, particularly as it relates to new leadership competencies required in a rapidly changing world.

Shaping Powerful Questions

One of the most asked questions at, and after, any Art of Hosting training is about the questions.  Developing powerful questions is a crucial element to creating the conversational space we are seeking.  People are hungry for greater understanding of how to create questions, especially after they’ve tried a check-in, check-out or cafe experience that didn’t quite have the intended result or impact.

Sometimes powerful questions appear, almost like magic.  We know they are powerful because we feel them.  But usually they are developed and shaped with great care – and often co-created with others.  It is not unusual for a whole planning meeting (and sometimes more) to focus just on question development for a process – which may seem a bit crazy until you’ve had the experience of well formulated questions in comparison to sessions where questions have not been shaped with the same care.

This post contains general thoughts on the shaping of powerful questions.  Later posts will focus on specific processes where questions are used, like check-in and check-out, World Cafe, Open Space, Appreciative Inquiry, Dyad and Triad Conversations and Deep Sensing Interviews.

Three Dimensions of Questions

In an Art of Hosting training in South Dakota this past July, I had the privilege of hearing Tuesday Ryan-Hart share three dimensions of powerful questions, coming from World Cafe work and community of practice.  The three dimensions are: scope or scale of the questions, assumptions in the questions and construction of the questions.

What is the scope of the question you want to ask?  If the scope is too big it may shut down conversation (how do we create world peace?) but you might want your question inspirational enough to allow people to gaze higher than they might otherwise (how have you created peaceful moments for yourself/your team/work/family? How could you do that more often or in a different setting?)

People tend to rise to the assumptions made in the questions so it is good to both notice the assumptions being made in the question and also to be intentional about them so the work is more appreciative and aspirational in service of purpose and intention and the greater work being tended to.

In considering how we construct questions, there is a continuum that flows from less powerful to more powerful.  The less powerful questions are ones that can be answered with a yes or no.  Moving along the continuum, more powerful questions begin with when or who.  The next level are questions that begin with how or what and even more powerful questions sometimes begin with why. I say sometimes, because sometimes the why questions also entrench people in their point of view if asked in such a way they invoke defensiveness.  Ask why questions in ways they evoke curiosity and then you’re onto something.

There is a timeliness we generate when we put the word “now” in our question.  “What you noticing now?”  “What has your attention now?”

Purpose and Intention

A key factor in question development is what is the purpose and intention – of your gathering, your meeting, the particular process the question is intended to shape or provide context for, the question itself?  What is the work you want the question to do and then what is the simplist way to ask the question? Purpose and intention is so central to question development that we go back to it again and again.

Language and Shaping

I like to use as much present and active language as possible.  Instead of asking, “What did you learn from that experience?” you might ask, “What are you learning from that experience?”  There is a supposition built into the question – that the learning is active and ongoing. If that fits the purpose and intention of the space you are wanting to create that’s great.  If not, a question targeted to the learning and conversation you want to encourage would be better.

If you are wanting to move in a certain direction, then create questions that presume in the direction you want to go.  “What is the shift you imagine will happen once you leave here and begin to apply what you’ve learned?” This question presume you want a shift and that you will put something into practice post the training.  For some it will inspire their imagination. When it doesn’t inspire someone, they will usually say so without detrimentally affecting the responses of others who are feeling inspired.

It is also okay to take a pulse of what’s happening in a group or process without assuming a direction.  This is particularly helpful when you want to sense into where a group is at, what you need to pay attention to or what might be simmering under the surface.  It is good to have people in a group name their experience sometimes without trying to shift into a particular direction.  The information that surfaces is then helpful in shaping design or process informed by what is present in the room or group, tracking always toward the purpose or intention of why you are in this conversation or work.  Sometimes diversions are necessary to ensure we get to where we ultimately want to go. You could ask a question like “What’s sitting with you now?”, “What question’s are percolating?”  Sometimes I might even ask, “What tension is arising in you at the moment?” but only if I am really sensing tension in the room, wanting to surface what’s there but not create it if it isn’t there to begin with.

Nuances in Question Development

Slight nuances in a question can lead to very different conversations. This is why we often sit with the questions we have drafted and imagine the kinds of responses a question might evoke, noticing how changing the question slightly could generate a different conversation.  Some examples: “What are you noticing in your environment right now?” compared to “What are you noticing in your environment that relates to this project?”  or “How have you been since we last gathered?” compared to ” How has the last gathering impacted you and your work?”  The first version of these questions is far more open ended while the second version is more targeted to purpose and intention.

Co-Creating Questions

It is hard to create really powerful questions all by yourself.  It is much more fun and generative to co-create with others what the questions could be.  Then when a nuance is discovered that makes the question more powerful, the whole group feels it, not just one person.  Collectively we know we’ve gone to a new level of depth.  When we co-create the questions we can start in the ball park of what we want to do and, through the conversation, discover what those nuances are that increase the the capacity of the conversations we are inviting to be meaningful and relevant to the participants we have engaged and the purpose for which we have engaged them.

Powerful questions can shift the shape of an individual and their pattern of thought, a team and its dynamics, an organization and its usual ways of thinking about things.  Imagining they can even shift the shape of the world….

The Art of Stewarding

Anyone who has ever wanted to call an Art of Hosting training has, in all likelihood, been told how important it is to have seasoned hosts – or stewards – as part of the hosting team. What does it mean to steward and why is this role so important in the Art of Hosting community and in individual training offerings?

I wanted to ground the word steward with a definition but none of the ones I found resonated until I came across this on Wikipedia:  it is desirable to increase capacity within an organizational system.  The Art of Hosting is a system – an interconnected, self-organizing global network – and since it began almost two decades ago, it has been increasing capacity in the network, within and across organizations, within and across systems and within and across individuals.

Even before there was such a thing as the name Art of Hosting, conversations were being hosted in many places around the world using different dialogic processes, including World Cafe, Open Space Technology, Circle Practice, Appreciative Inquiry  (and still are being hosted by people who have not heard of the Art of Hosting). Those who have become known as Art of Hosting Practitioners were intuitively and intentionally sensing into questions like: what is underneath this process, what are the patterns we can make visible, why do these processes or this way of convening a meeting produce different results?  They were deeply curious about the answers to these questions and the more evocative questions that were often provoked through the conversations stimulated by these questions.

Stewards sense and hold the deeper patterns in the field.  They don’t just hold this particular piece of client work or this particular training, they sense the patterns of the larger field and bring those patterns into the specific work and conversations they are involved in.

They have skill, wisdom and expertise in holding space, creating the conditions for powerful work (setting the container) and in working with emergence by paying attention to what is wanting and ready to happen in an individual, group, organization, or community or with a pattern.

They practice self-leadership or self-hosting and bring with them a presence often forged through the many fires of chaos, disruption and intensity they have found their way through which often enables them to keep their centre or ground in the most challenging of situations.

They have no need to hold centre stage although they find themselves there because of their willingness to share knowledge and learning while hosting fields where people are hungry to learn.  They bring clarity without doing the work of others or disempowering them or disconnecting them from their own sources of clarity, wisdom and knowledge.  They witness growth and ignite even more growth – within themselves and others.  They are flexible and diverse, growing the depth of field through co-learning with others.  It is precisely this co-learning, co-creating and collaborating on the edges of what they do not know that makes them most excited  – more so than presenting their expertise.

My awareness of stewarding has heightened over the last year or so as I have found myself in many stewarding conversations with good friends in the Art of Hosting, World Cafe and Circle Practice networks (most recently at ALIA in Columbus) and as I have the privilege to co-host with other seasoned practitioners in a variety of situations where the ability to draw on accumulated wisdom and knowledge has been powerfully beneficial to other hosting team members including apprentices hungry to learn as well as the full group involved in the training.

What do I know through some of my experiences? Stewards are able to check perceptions with each other to sense more fully into the field in which they are working, arriving at more informed choices of action, often to surface tension, move through groan zones, understand when divergence or convergence or some other intervention or process is needed.  They are comfortable with silence and with chaos, have no need to rush in and they can weave with each other through and across the field.  This does not mean there is never any tension but it does mean they have the capacity to work it through without detrimentally impacting the group or the overall experience.  In how they work together, they are often living, breathing examples of the beauty and power of co-creation.

I have had the opportunity to work more extensively with youth in the last year – in Canada, the US and Brazil – and see how sharing experience, asking good questions and holding space expands the depth of field in any given place and creates the opportunity for individual and collective expansion – by holding the space of curiosity with the space of experience.

In One Art of Hosting Does Not A Practitioner Make, I wrote that each Art of Hosting has its own flavour influenced by the hosting team, the calling questions, the people who show up, whatever is emergent in the field, whatever we choose to call the training and the place in which it is hosted.  It’s like seeing only a slice of the bigger picture.  One reason why stewards are necessary to these trainings is that they carry with them the depth of the patterns from across many trainings and client consulting work and they can help illuminate these patterns and this depth through how they hold the space and the questions they ask.

In any given training we will often say it is not about the methodologies – although when we use them we want to use them well.  It is about the purpose and intention of what we are about, what we want to achieve and how to create the conditions to meet purpose and intention and make more things possible.

Stewards illuminate the connections between people, places, trainings, theories, processes and patterns.  They bring the weave of the whole network into the space and disturb the training ground in subtle and overt ways, based on the imprints of their many experiences, helping shift the shape of the experience, enabling individuals to shift their own shape and ultimately influencing the shifting shape of the world.

This work is not for the feint of heart or lone wolves.  It is for those who are willing to show up more fully in the relational field, ask for help when they need it, offer what they can and sink into their own learning.  Stewards want to learn from each other and the more we work with each other, the deeper the relational field, the deeper the friendships and the richer the space we hold for others.

Becoming an AoH Practitioner

One of the things that stands out from my Envision Halifax days when a team of us co-designed and co-delivered a nine month leadership program, meeting with the group once a month for either a retreat or a learning day, is how often people talked about getting their Envision “fix” – essentially being able to step out of the craziness of their workplaces into a deep breath of a different kind of space, where we often began with check-in circles and always entered into a conscious, intentional practice field of learning focused on self-leadership, team learning and community reflection and engagement.

The desire and need for this “fix” is directly related to how challenging people find it to bring their learning about new ways of interacting with people, creating the conditions for different conversations that lead to different results back into their work environments – and it is also what I hear from people who have just stepped out of their first Art of Hosting training ground.  “It is okay to do this here, but back at work, well, that’s another story.”

At the risk of stating the obvious, becoming a practitioner of anything takes…. well… practice.  And, I am aware of how risky it feels to try out new group processes or new ways of inviting conversation at work.  How many times we hear things like, “I could never use a talking piece at work.”  “I could never get our group to agree to use World Cafe.”  “People I work with would find this language strange and it may turn them off of even trying something new.”  Yes, all true AND there are always ways to begin practice.

People feel their credibility and reputation are most at risk trying something new with the people they work with all the time.   So one of the simplest possibilities is to look for other places to practice – with another team or department, in a volunteer capacity, with someone else who also wants to practice.

When we just begin to know the many and varied practices that are available through the Art of Hosting field and have little experience with them, we have less confidence in and knowledge of how the processes work and how people can be well and fully engaged in them.  Our own lack of confidence and fear can influence how the process unfolds.  For example, if the group has never participated in an Open Space before, it  may take a few minutes for them to warm up to inviting their own conversations when we open the space for their questions.  With experience, we know to be easy in that pause.  Without experience, it ignites our fears and then we want to jump in to make it happen, often over facilitating the space or the process, sometimes resulting in less than hoped for outcomes.  As grow our own experience and confidence in the impact of the process, we relax more which invites more flow and synchronicity into the space.

As for language, if it will be a barrier, don’t use it.  Rather than talking about circle practice, you could just say, “I would like to make sure we hear from every voice.  Maybe we could just go around the table and as each person speaks, the rest of us could just listen well to what they have to say.” Or, of course, whatever language suits you best.

Begin your practice in little ways.  Take little risks.  Change how you listen and see what difference shows up.  Use more questions, powerful questions, that invite people to respond differently.  Bring more curiousity to the conversations you have in the work you do.

Find places to practice the skills you want to develop more.  Find people to practice with.  Look for like minded people inside your organization with whom you can have conversations of discovery and potentially opportunities for practice.  Think of how you can intentionally shift the shape of your world.

Look for places outside of work to practice.  Take yourself back to another Art of Hosting training to deepen your understanding and skills and grow your courage.  Share success stories, small and large, so you and others can see the impact of making even small shifts.  Maybe you have an opportunity to be part of a calling team for an Art of Hosting in your organization or community.  You could look for an opportunity to apprentice in an Art of Hosting training with experienced practitioners and stewards so you learn to pay attention to and look for the nuances that can influence design, hosting and results.

Grow your confidence through practice and your practice will grow.  Don’t be discouraged easily.  Keep your eyes and ears open for opportunity, openings and invitations.  If you look for them, you will be delightfully surprised at how often they show up.

Join a community of practice.  If there isn’t one in your area, start one – even if it is just with a few people.  Join the on-line conversations and communities.  Observe and contribute when and as you are ready.

Whenever and however you can practice, do so.  Grow your courage through small victories and those victories will also grow.  You didn’t show up at an Art of Hosting training because you are risk averse.  You came because something called you.  My guess is, this work will continue to call you and you will continue to respond.  And there is a global field of practice that responds with you.  Be intentional, thoughtful and mindful and practice well.  Before you know it, you will recognize the Art of Hosting practitioner that is you.

One AoH Training Does Not a Practitioner Make

From the last few Art of Hosting trainings I have co-hosted there are two things that I am increasingly aware of: what it means to be a practitioner of the Art of Hosting and the value and contribution of stewarding to the field and the learning and growth of all.

People come to Art of Hosting trainings hungry for any number of things: to learn more about the methodologies and practices, to connect into a sense of community, to find refuge from the craziness of the worlds they live and work in, to deepen their own self leadership, to find new ways to be in the world, to discover mates they can work and play with in the world, because they have been part of a process somewhere that has drawn from Art of Hosting and they want to learn more and many more reasons I’m sure.  And they go away refreshed, curious, hungry for more and a bit hesitant around how they can bring this back to their life and work.

Two things I am aware of: to really be a practitioner of an Art requires practice and one Art of Hosting training does not a practitioner make.

The Art of Hosting field is incredibly rich and diverse and linked to so many other fields: World Cafe, Circle Practice, Open Space Technology, the Chaordic Field, Theory U, Appreciative Inquiry and more.  When we call a three for four day training, the breadth and scope of the days is shaped by the intended purpose and the people who show up – responsive to the collective need of the group, no matter whether it is a public or client offering.  There is no such thing as a set agenda.  It is a fluid process that the host team and the participants all contribute to.  It also means that the host team is having to pick and choose among the vast array of possible offerings that could flow into the training.  It is not possible to do them all.

All of these things – the hosting team, the purpose, the participants, the choices made within a training ground – contribute to the look, feel and shape of each training, while some underlying things always remain – paying attention to the field, holding space for co-creation and emergence, recognizing the interplay between the dynamics in the field and the learning needs of the group, between self hosting and collective hosting.  No two offerings are ever exactly the same, even if the same hosting team is in place – because the hosting team is also in its own learning individually and collectively and because of the responsiveness to each new training ground.

One Art of Hosting training offers a slice of the Art of Hosting field, even if it is a large slice.  Another Art of Hosting training will show different nuances, different strengths, different emphases and be just as relevant and meaningful as a reflection of the field.  If we leave an AoH training believing this is the way it is – and the only way – we will have missed something fundamentally important – that a key underlying principle is responsiveness to need, co-creation which influences the flow of any training or practice ground, paying attention to what’s in the space and what’s wanting to happen.

It really does take a number of trainings to have a more fulsome understanding and experience of AoH and what’s possible and really understand how AoH contributes to the shifting shape of the world.  We become practitioners when we practice and learn from what we practice.  The next post will explore some ways that practice shows up and how to ask for and offer support in the practice and a future post will look at the questions and observations that have been occurring to me about the role and importance of stewarding.

A 1500 Day Collaborative Journey

In November 2006, the Council of the College of Registered Nurses of Nova Scotia (CRNNS) embarked on a 1500 day collaborative journey, the likes of which they could hardly imagine was possible at the time.  What was clear was that the College had a vision and a mandate to grow inter-professional collaborative practice (IPCP) from pockets here and there across the province to a more widespread practice as one of the responses to a health care system in need of shifting the way services were delivered.

They knew this was not a mandate that could be achieved alone and they weren’t quite sure how to invite other professions into the conversation.  They contacted an Art of Hosting colleague of mine who invited me into the process and we worked with a team from the College to begin to clarify the work.

Early on we identified that this would likely be a long term process that would use Theory U to define the journey and Art of Hosting as the operating system. Before the journey could even begin, others needed to be invited into the conversation so that other people and organizations could identify what contribution and what level of support or commitment they were willing and able to offer.

The College hosted its first assembly in November 2006 to announce its mandate, speak what they were hearing in the system and being called to do, invite a broad array of health care professionals into conversations using processes like Appreciative Inquiry, World Café and circle which many participants experienced for the first time ever that day.

Out of this assembly a core team of about twenty-five people and financial support from a broad range of health organizations self identified to commit to a multi-year process that included two Art of Hosting retreats (one a sensing retreat and one a presencing retreat) to train the core team, deepen their understanding of the purpose and principles of the work and identify a strategy to move this mandate forward.  We called on Art of Hosting colleagues doing similar work in Ohio and in England to come and also support this initiative, bringing with them a wealth of experience and weaving in the stories from other places that increased the anticipation of successfully shifting the shape of collaborative health care in Nova Scotia.

The collaborators included: Annapolis Valley Health, Capital Health, College of Licensed Practical Nurses of Nova Scotia, College of Physicians and Surgeons of Nova Scotia, Dalhousie University, IWK Health Centre, Nova Scotia Association of Health Organizations (now Health Association of Nova Scotia), Nova Scotia Department of Health, Pharmacy Association of Nova Scotia, Registered Nurses Professional Development Centre and the Pictou County Health Authority.  The team included people from many of these organizations and was itself inter-disciplinary.

In between the two retreats, the core team embarked on a series of sensing strategies to broaden their own understanding of the health care system in Nova Scotia, identifying challenges and opportunities without assuming they already knew all the answers.  One purpose in this was to also engage a more stakeholders and learn from them what would capture their support, interest and imagination.  Seven group interviews and thirty five individual interviews were conducted, designed to elicit their private voice more than their public voice.  It is in the private voice that deep despair and incredible hope both reside.

The information that came back from these interviews was powerful.  So powerful it was used to invite back a large assembly of stakeholders in May of 2008 to hear the results and, most importantly, to hear the voices of the system spoken back into the room.  In response, somebody said, “What we are seeing is a crisis of the soul.”

We asked people: “What would you do that you’ve never done or dreamed of doing to change the future of healthcare?” They responded:

  • Change the way we deliver health care
  • Change the focus of health care
  • Change education of practitioners
  • Change what we say to communities
  • Change governance of health care
  • Change relationships and how we work together

We asked, “What should the purpose of the health care system be?”  To which they responded:

To create and maintain holistic, accessible support and care so that Nova Scotians may live well in a place they call home.

To facilitate and empower the individual and the community to create and maintain

optimum health as defined by the individual.

The purpose of the healthcare system is evidence based, person-focused, preventative, holistic, and uses a collaborative approach to optimize the health, safety, wellbeing and environment of people within their communities.

People made commitments that day and the College made a commitment to check back in later with their last assembly to acknowledge and celebrate progress.  That day happened in June 2010.

Six champion collaborative practice teams currently providing services in Nova Scotia were invited to present at the Assembly, modeling the way and illuminating the steps to successful collaborative care in Nova Scotia.

Have all the ideas identified in May of 2008 been implemented?  No.  But in 2010, there was far more collaborative care in Nova Scotia than there was in 2006 when the College began its quest and invited in collaborators, retaining its willingness to be a champion of this work and, at the same time, “letting it go” so that it could be co-created throughout the whole journey with those who stepped forward to share the leadership and responsibility of this work in Nova Scotia.  Other initiatives focusing on Collaborative Care also emerged during this time helping to expand awareness and the field of practice and this does not lessen the impact of the Inter-Disciplinary Collaborative Practice initiative in generating impactful responses to a system in need of change.

Some things have fundamentally changed.  Some things are still to come.

Art of Hosting: Example of a Collaborative Network

The Art of Hosting is an example of a collaborative network.  It’s not the only one but it is the one I am most familiar with and it is the one I find myself speaking about most often when the topic of new models of organization or business comes up.

The Art of Hosting network emerged organically, even before it was called Art of Hosting (AoH) as practitioners of dialogic processes gathered to inquire into what it was they did that was different and what were the conditions that contributed to their successful consulting or process work.  They created the conditions for relevant and meaningful conversations to occur in such a way that the conversations individuals, organizations and communities had were different and more impactful than the ones they traditionally had had and where wiser, more informed action often emerged.

As trainings were offered – always co-hosted by a team, they were a place of co-learning and open source sharing and such a meeting of mind, heart and spirit that people naturally wanted to stay in touch to continue sharing and learning.   Teams of hosts were invited into the same work together and variations of these host teams emerged as people newly introduced to AoH who wanted to deepen their understanding and practice began to call AoH trainings and join host teams.

Somewhere along the way, the AoH listserve was born and, as is typical of listserves, there are sporadic bursts of activity around themes that catch fire among some list serve members and there is also silence for some periods of time.

There were always people who carried a deep curiousity about this work and what, for many of the AoH practitioners I know, is a sense of deep calling.  They – we – work together often, deepening learning and often find each other at other gatherings like, for instance, ALIA.

From early on the notion of stewarding began to emerge and there have been many conversations along the way about what is stewarding, what is a steward, who is a steward, what is the AoH, how do we protect the integrity of this work, is there a brand, what do we do when someone calls an AoH training and no one in the network seems to know who they are.  These kinds of questions are integral to gatherings of stewards – practitioners who do not just use the AoH in their work but tend to the larger field.  A steward seems to be someone who understands deep within themselves what we call the DNA of the AoH – the formative field from which the AoH emerged.

Over the last decade, the number of AoH offerings has grown exponentially through public offerings and through client work that many of us are engaged in. These offerings have now occurred literally around the world, although not in every country yet.  We have experimented with forms of AoH like the Art of Participatory Leadership, the Art of Collaborative Leadership, the Art of Social Innovation, the Art of Harvesting, the Art of Protection, the Art of Humans Being and I’m sure there are more.

The AoH network is not without its faults or its own shadow.  It resists defined structure, hard and fast rules and continues to be organic despite calls from time to time for definitive answers.  It resists responding in traditional ways and roles.    Not everyone is happy with the way it works. And it works exceptionally well.

There is no central office and there are no staff.  While not a perfect system, AoH host teams are invited to share a percentage of the revenue earned in trainings to help support the technology that is key to connecting this global community and to offer something to those in this network who host this on our behalf.  And any of us can also contribute personally.

The AoH community is held together by a strong sense of purpose and principles in the work, a commonality of language and practice and core methodologies, processes, and world views. We understand that before we can host others, we must host ourselves and that we grow the body of knowledge and our own knowledge and practice through communities of practice.

It is easy to find people to work with on small and large projects and on systemic change work because there is such a strong alignment of principles and values.  I’m a sole practitioner but I’m not a sole practitioner because at any given time I either draw on the body of knowledge of the AoH or the mates I have in this network.  I have the privilege and benefit of often working on international hosting teams – here and elsewhere.

As the network grows, the sense of caring for the core of the AoH grows stronger amongst those of us who feel we are stewarding something here,  recognizing that it is completely impossible to control how it spreads, nor would we want to.  That is both the beauty and power of it – and the frustration.   It is a chaordic organization.

When we come together as teams to work together there are no hard and fast rules but there is certainly a sense of honour and integrity in relationships and of patterns of hosting and relationship.  We operate by agreement and we determine who and how host team members get paid by agreement achieved in conversation each time we gather.    People who are not part of this network sometimes have a hard time understanding that we don’t necessarily need a written contract to work with each other (like when one of my good friends was trying to get into Halifax to co-host with me and others and the customs officials asked several times to see the non-existent contract).

We care deeply about this work, about this body of knowledge, about this community and about the relationships we have entered into that are enduring for many of us.  We have a lot of conversation – purposeful conversation.  We don’t have a lot of structure.

A lot of information on AoH can be found on the website and on the community ning.  What I’m offering here is just one version of a very large story, the beginning of which I did not actually witness.  I don’t think this form of organization is the right form for every organization but with the clients I work with who are in a question of what next and how to structure their organization, I offer it out as an example to take some learnings from.  I also talk about World Cafe and Berkana, among others, as organizations experimenting with different organizational models.  Built on trust.  Built on relationship.  Purpose.  Principles.

And, it will be one of the collaborative networks used as an example during the Art of Collaborative Leadership next month in Halifax as we explore the conditions that foster good collaborative networks and what their role is in shifting the shape of the world.

New Models of Organization and Work – Are We Ready?

The shape of the world is shifting, pretty dramatically and quickly, right now.  Are we ready?  Are organizations and systems ready? These questions have completely captured my attention fueled by the conversations and places I’ve been in lately.

I’m not sure we are ready and I’m not sure we will ever actually be ready for the shift that is emerging in the world right now.  Systems and organizations are designed to be self perpetuating.  Threat and opportunity are viewed through the lenses and structures of the system or organization – we usually believe that we only have a certain amount of scope within which to bring about change – we can only get certain people’s attention for brief periods of time, we need to work within the system, within the structures, because there are some things you cannot change, some things that will not work.  They may reflect current reality but they are also limiting beliefs and as long as enough people buy into them, radical change will be stalled.  Yet radical change may be what is lurking right around the corner, ready or not.

What gives me hope?  One is the conversations I’ve been in lately around the 2 Loops of Systems Change with my Berkana friends and beyond.  You can read a bit about it here and you can find my own hand drawing of the model here: 2 Loops of System Change

This model shows that in the peak and the beginning of the decline of the mature systems, there are alternatives already beginning to appear.  These alternatives need space to find their way.  Some will grow stronger and some will fail.  The ones that do grow stronger need to begin to connect with each other to grow collective and individual strength and capacity.  There are people in the mature system (stewards or sometimes called “toxic handlers”) who see and understand the importance of this work and who hold the space and clear the way for these alternatives to grow.

The alternatives do tend to fly under the radar and are often not widely known, but they are there.  Maybe they will be ready in the event of collapse of the old systems although it is hard for me to fully imagine what a collapse of the old systems will look like.  Maybe we are already seeing it but just not recognizing it for what it really is.

While existing organizations are entrenched in their structures and processes, newer, usually smaller organizations  have greater flexibility, resourcefulness and resilience and the greater capacity to totally rethink how they are structured, how they deliver their goods or services to the world.  They often can do this at less cost because they don’t have as much “bricks and mortar” in place as larger organizations and it feels less risky because they have “less to lose”, or so it might seem.

What has me excited is the possibility of new business models that can emerge now.  I have found myself sharing stories about networks – the Art of Hosting network, World Cafe, Berkana to name a few – because these networks recognize themselves as networks, organic and emergent.  They trust in the capacity of people to self-organize and are held together and flourish because purpose and principles are clear.  They have a minimum structure and sometimes struggle with how to live models of organization that are outside of traditional structures, particularly because in times of stress people push for what they already know and are comfortable with.    They are open source, openly sharing knowledge and new learning in recognition that this sharing grows the body and field of knowledge.

I share what I know about these ways of organizing with businesses and other organizations I am in conversation with, not because I think they should adopt the specific models, but because I think there is wisdom in these ways of organizing that could inform new business models – especially business models that see the value in operating from a place of openness and open heartedness – which I seem to be running into more often lately.

More than ever, I feel we are on the brink of unprecedented social change around the world and I have a greater awareness of just how connected we all are.  I can’t imagine what exactly it looks like but I continue to grow my comfort and skill working at the edges of my own not knowing – thanks to collaborative relationships with people I am privileged to call friends.

Are we ready?  I don’t think we really are.  Does it matter?  This shift will happen whether we are ready or not.  Our greatest path to readiness is to grow our own capacity for resilience, dealing with chaos, complexity, simplicity and not knowing.

My next posting will look at some of these new models of organization to see what we can learn from them and maybe, just maybe, grow our level of readiness even just a tiny bit.