Category: change

Tom Haskins on our Inner Teacher

In 2008 this blog post, growing changing learning creating: Relying on inner teachers, from Tom Haskin’s caught my eye enough to cause me to save the URL in a draft post. Revisiting it today, it still has resonance, but far beyond the classroom teaching context of the post itself. Please, after scanning the snippet below, go read the full post. Substitute what ever domain is yours for Tom’s as a classroom teacher.

Dawn on Skagit Bay, with Ika Island in the foreground and reflections on the tidal flatlands.

While blogging for the past year on related topics, I’ve come to the following realizations about the nature of a compounding solution in education:

  1. When we assume each student has an inner teacher within their minds, we will stop interfering with the discovery, cultivation and trust building with that inner teacher. The inner teacher will come to the fore of the students learning experiences and and reconfigure how they picture learning occurring. Problems with a particular learning challenge or patterns of learning efforts will get worked out between the student and the inner teacher who already knows what the underlying problems are.

As I read Tom’s words they resonate for me as a practitioner of Liberating Structures and more generally as a process person who deeply values learning, reflection and action. How do Tom’s words resonate for you?

Thanks, Tom!

(I’m having fun going through the detritus of draft blog posts!)

Uncertainty/Agreement Matrix

I have started going through the 419 draft blog posts sitting in my WordPress dashboard. Some are simply links of things I found interesting, and alas, many of those links (2006, 2015) are now dead and those drafts are deleted. There are a few nuggets.

I came upon this little doodle that emerged from/by people at the 2008 gathering of process practitioners, Nexus for Change. (Nexus continues to grow and thrive focusing on the domain of whole systems change. There are three videos which try and tell the story of its evolution.)

The image is of an agreement/certainty matrix based on the work of Ralph Stacey. I continue to use it as part of my Liberating Structures repertoire and it has infused and informed many other process approaches.

What attracted me to resurrect this image and post it is that there is still such resonance for me today. Much of my work of the past five years has been in this area of low certainty and low agreement – the stuff in the upper right hand side of the image. And of course the invitation into each piece of work has often been in the lower left – clients thinking they were working in higher agreement and certainty, only to discover they were not.

This shift of understanding where we place and understand our work (play, relationships, etc.) is both liberating, daunting and, sometimes, frustrating. It calls upon different skills and expertise. The lessons of the COVID era illustrate this. Just when we think we understand what is happening and how we might respond, things change. We have to find that space between “just do something useful today ” and live with the uncertainty and “unknowing.”

Photo of a hand drawing of an Agreement-Certainty matrix in various colors of pen.

From the Principles Chart on Flickr – Photo Sharing!

At the same time, this does not mean we ignore the lower left. There are things we can do with some amount of certainty. One that seems to have been somewhat abandoned is the choice to care about every person around us, and to act with kindness. Our uncertainty seems to have nudged many of us (USA I’m looking at you) towards self-preservation, or even outright selfishness, as if we deserve something. In uncertainty, all bets are off, including our past sense of entitlement.

What does this image tell me today? Keep ahold of the principles of our best selves and practice them together, with certainty and agreement. And let go of things that prevent us from seeing and experimenting with possibility in the areas of high uncertainty and disagreement. A classic wicked question and filled with potential dissonance. And possibility.

Part of a larger photo set from Nexus for Change in 2008 https://www.flickr.com/photos/choconancy/albums/72157604309184882

Blogaversaries and Good Intentions

Was I the one who said I was going to blog weekly this year? Last post, March 19. But on my calendar popped up this notice…

2004 – 2021 is a pretty long run, so I’ll cut myself some slack. I mentioned to a friend yesterday I felt little motivation to write. She said sometimes you have to give your writing brain a break. So here it is, friends. Happy brain resting.

Snapback: Veneers, Women and Working from Home

Here is a dredge from last year’s draft posts (September?). Be warned, it is just a rant and a request for your thoughts.  Please see the question at the end.

I had clicked into this link 8 Tips for Being a Successful Remote Worker – The Community Roundtable.  It provoked a reaction as a woman, a mom, a parenting grandmother: the dang veneer of what working SHOULD look like for women versus our realities. Now let me be clear – the article was not telling me to put on a veneer, and in some cases the opposite – thanks Shannon. (The shoe thing cracked me up!) It did bring up how much women have to look and act a certain way in the workforce to achieve or even maintain professional credibility. How many freaking articles have you read about how to “look professional on Zoom?” 

At first we were all in our sweats and yoga pants. Then I saw more women putting on makeup and making sure their setting was “professional.” The masks were going back on. Snapback!

We need this veneer for what? Because it is important for credibility? To show we could both parent and work? What about performance?

I would have thought COVID-era WFM would have freed us from the superwoman expectations. That the reality exposed on video calls in our homes (closets, living rooms, kitchens, bedroom corners…) would have created more slack, not less.

Silly me. We should all be on equal footing right? No, over time I just saw snapback to the old ways.

When men had their kids wander in, it was somehow adorable. For us? Not so adorable. Did anyone else notice that there was more exasperation at women as their children intruded?  Or the scheduling hassles when there was no child care options?  I didn’t see many memes of moms looking cute as chaos erupted around them.

How many women have lost their jobs or have had to quit because there was no one else available or willing to care for their children? How many women have worked themselves sick trying to make “everything all right” for their families, their coworkers, their bosses. It boggles my mind. And work that is so invisible. 

COVID gives us a once-in-a-lifetime to really change things, yet we seem to recreate what came before. 

If you could change one thing, what would you change? Where would you invest your change agency? 

Hey Networks! Don't underestimate relationship

In strolling through the archives of unpublished blogs posts, I came upon one which was simply a link to a great blog post from the Interaction Institute in 2017. And boom, it is still resonant today.

Network members making sense of their own data…

The wonderful author, Curtis Ogden, offered 10 principles for thinking like a network. I want to pull out a few things in each one to share with folks in some projects I’m working on. So why not share it here too? This is dynamically incomplete… be forewarned!

The groups I have been and am working with are quite different in some ways. One is an internal organization. Another is a tripartite collaboration that is ready to grow into a network. A third is a group that has done amazing F2F training and capacity building and has had to regroup in a COVID-Virtual world. All three, however, are motivated to act their way into their purposes in new ways. So first is the mindset and practices. In a later blog post I want to explore snap-back, the falling back into our old ways of being and doing.

Curtis’ intro to the article is great context:

Over the past several years of supporting networks for social change, we at IISC have been constantly evolving our understanding of what is new and different when we call something a network, as opposed to a coalition, collaborative or alliance. On the surface, much can look the same, and one might also say that coalitions, collaboratives and alliances are simply different forms of networks. While this is true, it is also the case that not every collaborative form maximizes network effects, including small world reach, rapid dissemination, adaptability, resilience and system change. In this regard, experience shows that a big difference maker is when participants in a network (or an organization, for that matter) embrace new ways of seeing, thinking, and doing. 

https://interactioninstitute.org/thinking-like-a-network-2-0/

I think we all confound different forms of collaboration, try to be all things to all people and then we are frustrated when our ambitions are cut short. Working in new ways requires two things: discernment about what is possible, and a repertoire to make the possible real. I think these principles from Curtis support both these things. I encourage you to read the original article, because below I’m short cutting into some specifics.

Adaptability instead of control

This shows up so strongly in “strategic planning.” We tend to equate a detailed, task descriptive plan as a proxy for strategic action, especially in grand funded projects where plans, and executing on the plans, are key points for accountability. Yet, most work these days is in complex and changing contexts. Can we shift to adaptive planning which defines the purpose, direction and then iterates forward with strong accountability during, not just at the end?

Contribution before credentials

Equity has been in so many conversations. What seems to constantly block equity and its precursor, access, is that we continue to worship at the alter of credentialed expertise, rather than tapping all kinds of expertise. Whoops, look at the word “tapping!” We have extractive approaches to knowledge generation. How do we move to more contribution versus extraction that honors all, regardless of the title certain parts of society wish to attach to some and not others?

Giving first, not taking

See above about extractive mindsets!

Resilience and redundancy instead of rock-stardom

See above regarding stepping away from single views of expertise for the rock stardom stuff, but the resilience and redundancy needs a post of its own. The practice-based approach I’ve been working on for this is that we backfill for each other across departments, organizations, networks. No one these days can afford to hire all the skills they need at any one time. Trading labor across our networks builds redundancy and a sense of mutual support. There is a limit to this — we can’t keep ADDING work without taking something away.

Diversity and divergence rather than the usual suspects and forced agreement

This is why we work in networks!

 Intricacy and flow not bottlenecks and hoarding

I struggled with this one until I went back and read Curtis’ words on this one. The word that emerges for me is abundance. (In all senses of the word, including mindset.)

I’m running out of steam, so I’ll leave the last four for YOU to flesh out, annotate, expound upon. If I leave this as a draft for another year… well, you know what happens!

Self-organization and emergence rather than permission and the pursuit of perfection

Shift focus from core to the periphery

From working in isolation to working with others and/or out loud

 From “Who’s the Leader?” to “We’re the Leaders!”