Category: learning

Reflective ripples and learning

From the draft posts I’m mining, I reread a fantastic 2008 post by Konrad Glogowski on his blog, Towards Reflective BlogTalk.

Remember blogs? Well, even if folks no longer blog per se, there is still a lot of writing we put out on the interwebs.

I was taken by his description of a reflective process he developed for his 8th grade students and their blogging. As I read it back in 2008, I immediately put his ideas into this stewpot of “5 minute reflective practices” I had had simmering in the back of my brain. I thought what Konrad wrote about could be used in teams and communities of practice, as well as in classrooms. With a few adjustments, it might be a very fine tool. This idea of “ripples” is very powerful.

Konrad wrote:

It’s not enough to know how to grow a blog, to pick a topic and keep contributing to one’s blog. Our students must also be aware of the class communities in which they learn. They have to have opportunities to think and respond to other writers. They need opportunities to engage in and sustain conversations about their own work and the work of their peers. Blogging is not about choosing a topic and writing responses for the rest of the term. It is about meaningful, thoughtful engagement with ideas.

You’ll need to go read the full post for the method. He links to his worksheet here.

All these years later, reflective practices remain useful and at the core of my process repertoire. Currently Keith McCandless and I are working on a draft of a new Liberating Structure (Strategic Knotworking) and we both feel strongly that evaluation should be woven into work from the start, not just at the end. I suggested that this is a form of reflective practice. I turn often these days to the work of the fine folks building the field of Developmental Evaluation (Michael Quinn Patton and many others), and to the work of Etienne and Bev Wenger-Trayner and their Value Creation Framework and subsequent book, Learning to Make a Difference.

Yes, it is about meaningful, thoughtful engagement…

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!)

Designing and Hosting Virtual Field Trips (MOIP #10)

Moving Online in Pandemic is now #MOIP! This is 10th in a series of posts about the tidal wave of moving online in the time of Covid-19. #1, #2, #3,  #4 , #5 , #6, #7, #8 and #9.

I’ve mentioned my work with the Floodplains by Design network over the past few years. We have been doing a lot of experimenting and practicing with online meetings and events over the last 11 months. We captured a few of our practices and now I’ve drafted an article on Virtual Field Trips. And yes, I’m looking for your review to help improve it. Right now it lives on a Google doc where you can comment. You are also welcome to comment generally here. Care to help? I’ll post the intro below. And THANKS!

1. Introduction

At the Floodplains by Design (FbD) Culture and Capacity Action Group (C&C) November 2020 meeting, we recently reviewed and reflected upon our experiences and value of field trips to FbD project sites. (See figure 1.) COVID-19 has curtailed our face to face field trips, demanding a new, virtual way of meeting these needs. 

With the C&C’s focus on building and supporting a learning network, we are interested in the overall set of learning and network weaving practices that can help spread and deepen IFM. This document offers insights and useful practices for designing and implementing virtual field trips (VTS) to support Integrated Floodplain Management (IFM). It also helps us share in general the value of, and practices around field trips which are useful in our work together whether we are F2F or together online. It builds on our first document on Virtual Peer Assists.

We hope that through these occasional articles/resource documents we can make our learning more widely available across the FbD network and beyond. 

The first section of this document  reflects more generally on the purpose and value created through field trips. The second section addresses specific practices for planning and executing virtual field trips. A resources section follows for additional information.

Figure 1: Harvest from the November 2020 brainstorm on VTS

We created this first draft of useful virtual field trip practices using four guiding questions. 

  1. What general immediate and longer term value is created through field trips in our integrated floodplain management (IFM) work? This establishes a shared baseline understanding of field trips in IFM. 
  2. What specific purpose(s) and value creation do field virtual trips serve in our work right now? With whom? Clear purpose drives how we design our VFTs.
  3. What useful field trip practices have we learned for VTFs?
  4. How might we know when we are making progress on this purpose? Like any practice, we assume that as we learn, we can improve our practice.

I’m happy to post more here if that is useful… and know the doc got pretty LONG!

Moving Online in Pandemic #5: This is the time of creative destruction

This is 5th in a series of posts about the tidal wave of moving online in the time of Covid-19. #1, #2, #3 and #4 … Slide deck and artifacts for the event.

Many people learning together

It is being said around the globe: move a bad meeting online and you have a terrible meeting. People are already in “zoom fatigue” and are “Zoombie Zombies.” The signal is loud and clear: we need to figure out what to stop doing so that we can focus on what is truly important.

In talking to people desperate to figure out their next move with strings of critical upcoming face to face (F2F) events, it has become clear that one way forward is to first DEconstruct. Get clear on the deepest purpose of each meeting or event. Figure out what NOT to do or to STOP doing, and prioritize only those things that will move them towards their goals. That was the signal I was sensing when I wrote about Ecocyle to notice what is shifting a couple of weeks ago.

Now is not the time to simply tick the task box as done.

I decided I wanted to engage my communities of practice in figuring out how to help people DEconstruct and then REconstruct. Thus was born the DEConstruct/REConstruct episodes. The idea is to put together a string (sequence) of Liberating Structures that groups can use on their own or with a facilitator to focus on essentials, and then, and only then, move into design and facilitation considerations of what is born anew through the process.

I asked one of the people calling for help if they would help us “learn in public” by going through a rapid version of the deconstruct/reconstruct (D/E) process online in a Zoom meeting. I proposed we would do this in a “fishbowl” context with the team from the organization being the fish swimming through the process, and observers in the fishBOWL (fish bowlers) first listening, then breaking out into small groups to offer questions and suggestions to the fish team.

By using this learning in public approach, we could also facilitate a few other things. Potential facilitators and consultants in the bowl could reach out and offer support (getting me out of the matchmaking position). And the wise crowd in the bowl could give suggestions to improve the process.

My friend and colleague Eva Schiffer brought her team as the fish for Episode 1 yesterday. This group has the challenge of redesigning what was going to be a two week field based capacity building program in an African country. There were multiple levels of travel – of the consulting team to the country to work with their government partners, then out into the field with private sector wildlife conservation partners. Now none of these folks can travel. AND the pandemic is creating an new challenge for those using tourism as a way to preserve ecosystems.

In preparation for the fish bowl I shared the six questions I’d ask and we spend just 30 minutes on a call to walk through the process. Through some email back and forth there were just initial consideration of the questions because we wanted the conversation to be fresh and alive during the Zoom gathering. I also set up a Google Slides deck with the meeting agenda, process overview, a slide for each of the six questions for note taking, and then templates for note taking by the fish after their breakouts.

By start time we had 48 people on the call (out of 66 registered), six fish and the rest bowlers. After brief verbal introductions of the fish, and text introductions by the bowlers, we dove in with a story of their current challenge.

Next we launched into the deconstruct using the six questions from Strategic Knotworking. Here are the six questions.

  1. What is the deepest purpose of our work through this gathering and why?
  2. What is happening around us that demands change (in how we were planning this gathering –go deeper than social distancing if possible!)?
  3. What challenges and wicked questions do we face in achieving our purpose?
  4. Where are we starting, honestly? 
  5. Based on what we have learned, what is now possible?
  6. What is our first step and how will we know we are making progress towards our purpose?

Over the course of the next 45 minutes we focused primarily on question 1, around purpose, really digging past the signposts of their contract deliverables. Then we spent a few minutes on questions 2-4 to set context, challenges and baseline. I mentioned that question 4, “where are we starting, honestly” really benefits from a deeper look and suggested the use of Ecocycle Planning both to map out their project activities AND relationships. The team consistently talked about the importance of relationship and trust which typically they develop and deepen in F2F moments.

Finally we got to the really juicy question, “based on what we have learned, what is possible now?” That is when I felt the shift from what was, to what is now possible. The team thoughtfully balanced both their responsibility to their client (contract, deliverables) and the unique opportunity afforded by the shift online. Instead of the human and financial constraints (we can send the four people who are willing to travel), they realized they could tap more widely into the talents of their own team beyond the four. They could potentially engage more of their government clients and their private sector partners at a time when those partners are most stressed and could use support, even if there was no immediate money or business deal to be had.

Next we did breakout groups of 4-6 with the bowlers where they formulated a sharp, insightful question(s) and their most salient advice for the fish. They put these in dedicated slides (one for each group). While the bowls were doing this, the fish went into their own breakout room to make sense of what was happening. This unplanned innovation proved really helpful for the fish. So I want to repeat that twist – maybe keeping the fish in the main room so the facilitation team can learn from them. We’ll find out tomorrow when we try Episode #2

Take a peek at the insights from the Bowlers in slides 20-30 .

Finally, we did a VERY FAST (too fast?) What? So What? Now What? process and captured the insights in chat. I feel we could have gotten more out of this, but it was also important to stick to the 90 minute window.

Debrief

When faced with new constraints, we are able to leap past our old habits, assumptions and ruts. Something new becomes possible. This is at the heart of the idea of creative destruction and DEconstruct before REconstructing.

Looking across the amazing notes of the 7 bowl groups and the overall chat, including the debrief for those who stayed on for an additional 10 minutes, I think there was a) enough value to repeat this experiment next week with another NGO, b) gather and share a bit more information for the bowl folks so everyone get dive in quickly, and c) run the experiment one more time to see which questions deserve what amount of time.

We rushed through some great stuff, probably missed some stuff and really filled the 90 minutes, but it would have been wonderful to get the bowl engaged sooner and more interaction between the fish and the bowl. It would have been really wonderful to let the fish debrief themselves before we finished. That is lot in 90 minutes.

I was surprised that some actionable ideas emerged even before we got to the action planning question #5 – particularly Liberating Structure ideas that could be used in the deconstruction and assessment elements that could pull out some of the more complex issues and help the team prioritize actionable next steps.

As I second guess myself, I need to remember that my goal was not that these experiment could be fully completed – the full deconstruct and reconstruct – in 90 minutes, but to start the process. To explore and test the process. To connect people around the process. I think many of us hungered to fully DO the process which tugs at us. We want good things for each other and results. So I need to frame that this is a starting point.

I’m not sure if anyone followed up with anyone for the matchmaking intention. We’ll see if that shows up. I plan to check back with my fishes over the coming weeks to see what happens and will invite them to write up their reflections if that is helpful.

If you would like to be the FISH in the DE/RE bowl, please leave a comment before. We have more facilitators stepping up to do more!

Resources:

https://www.eventbrite.com/e/deconstructreconstruct-your-meetings-online-episode-2-tickets-101316392056

Timezone Converter Link

Chris Corrigan on Complexity Principles and Participatory Process Design

Ah, Kismet! Chris Corrigan posted a great blog a while back about complexity and participatory design process. I had slipped the quote into a draft post and rediscovered it today. I want to build on his brain dump! He is building on Sonja Blignault  blogging on Paul Cilliers’ work on complexity. See Cilliers’ seven characteristics of complex systems and the implications of complexity for organizations. In another post I’ll dip into these multiple layers! Stay tuned for my riff!

  1. Complex systems consist of a large number of elements that in themselves can be simple.
  2. The elements interact dynamically by exchanging energy or information. These interactions are rich. Even if specific elements only interact with a few others, the effects of these interactions are propagated throughout the system. The interactions are nonlinear.
  3. There are many direct and indirect feedback loops.
  4. Complex systems are open systems—they exchange energy or information with their environment—and operate at conditions far from equilibrium.
  5. Complex systems have memory, not located at a specific place, but distributed throughout the system. Any complex system thus has a history, and the history is of cardinal importance to the behavior of the system.
  6. The behavior of the system is determined by the nature of the interactions, not by what is contained within the components. Since the interactions are rich, dynamic, fed back, and, above all, nonlinear, the behavior of the system as a whole cannot be predicted from an inspection of its components. The notion of “emergence” is used to describe this aspect. The presence of emergent properties does not provide an argument against causality, only against deterministic forms of prediction.
  7. Complex systems are adaptive. They can (re)organize their internal structure without the intervention of an external agent.

See also: