Category: systems

Moving Online in Pandemic #3: What to STOP doing!

This is the third of a series of posts to support anyone working to move their offline/face to face group interactions online. It is pretty “drafty” and hopefully there will be energy to improve.

The preamble is here and Part 2: Ecocycle here. If you are an online facilitator or finding yourself in that role, join our group here. If you are looking for resources, check here.

In the race to do SOMETHING as we are forced to move many group interactions online, there is something we MUST NOT DO. That is replicate terrible offline meeting habits online. They only get worse. If it was bad F2F, you will have total turn off and rebellion online.

So the first step is to figure out what to STOP doing, before you make a list of all the things you are GOING to do. There is a fantastic Liberating Structure called TRIZ, which works really well online (as well as offline!) Here is the intro from the Liberating Structures website.

Making Space with TRIZ* – Stop Counterproductive Activities and Behaviors to Make Space for Innovation  

Every act of creation is first an act of destruction. – Pablo Picasso

What is made possible? You can clear space for innovation by helping a group let go of what it knows (but rarely admits) limits its success and by inviting creative destruction. TRIZ makes it possible to challenge sacred cows safely and encourages heretical thinking. The question “What must we stop doing to make progress on our deepest purpose?” induces seriously fun yet very courageous conversations. Since laughter often erupts, issues that are otherwise taboo get a chance to be aired and confronted. With creative destruction come opportunities for renewal as local action and innovation rush in to fill the vacuum. Whoosh!

*  Inspired by one small element of the eponymous Russian engineering approach teoriya resheniya izobretatelskikh zadatch.

http://www.liberatingstructures.com/6-making-space-with-triz/

This post will take you through step by step doing TRIZ online, supported by slides on Google Drive. Here is the visual on the LS site that gives a great quick gist of the process.

I’m assuming you typically get your team together in your video conferencing space. Ideally you are using a tool that allows breakout groups like Zoom. (Pssst, someone told me today that breakouts are possible on Microsoft Teams. If you have instructions, leave a comment!)

The preparation:

  • Prepare a Google Doc, Slides (one slide per group) or something similar for each breakout group. Set the permissions so everyone can edit. Have the urls handy to paste into the chat room at the appropriate moment.
  • Have the step wise instructions ready to copy/paste into the chat room. One instruction – they go do it – then the next. Don’t put them all in at once.
  • Refine your invitation. The one below is for specifically stopping bad meeting habits before they go online, but you have many options!

The invitation: In plenary in your online meeting space welcome folks and then dig in. “First alone, think about how we could reliably design our online meeting so that nothing got done, everyone had a TERRIBLE time and our leadership and credibility is seriously damaged. Make a list of all the things you would have to do to make this happen. Go wild! I’ll post this instruction in the chat to keep it top of mind.” Paste these first instruction in chat. While people are thinking alone, prepare your breakout groups. 2 minutes

In your group: In a moment tell folks you are going to put them into breakout groups (If you need to, describe how that works on your platform!) In chat paste the next step instruction, and then the urls for each breakout group Google Doc – so doc #1 goes to breakout group #1. Sometimes people get confused. If they all end up in the same google doc, that is ok. They can figure it out!! Here is their task: “In your group, share your ideas and compile a master list in your Google Doc. You have five minutes then I’ll pull you back into the ain room for a touch point. In the template I’ve drafted, you can do the lists right into the Google Slides too! Make a separate slide for each group. 5 minutes

Touch point: At this point you can quickly bring everyone back to briefly check in and set up the next step. “Have you created the design for absolute failure? Give me a few examples of the most horrendous things you can do.” This gets people riled up even more!

Next Step: What is real? Tell them you are going to send them back into their groups. “Now run through each element. Which of these elements is currently present in your work practices. Highlight those in your Google doc. Calculate what percentage you are actually DOING? You have five minutes then we’ll come back for a touch point. Paste in this instruction then send them on their way!

Touch point: Quickly ask what percentage are highlighted. This is where it gets real, my friends!

Next Step: Tell folks you are going to send them to breakouts one more time. “Next pick one or more of those things to STOP doing before you design your online meetings. What is the first step you need to do to STOP it? Make a plan to do that. Be as concrete as you can and identify who has to be involved to make it happen. Be prepared to share your next steps when we return to plenary. You have 10 minutes. Paste in this instruction then send them on their way!

When everyone is back, prioritize your collective next steps to STOP doing. Then reflect on the process. What is liberated when we identify what to STOP doing? What is made possible?

Riffs, Variations and Hacks:
There are some hacks here, too. The timing may vary, don’t go too slow. People can start turning into a complaint session and that is not the intention. If your group is small, keep them all in the main video conferencing room. If you are in a tool like Zoom where you can send messages to the breakout rooms, you can help them keep track of time.

In the second post of this series I wrote about Ecocycle. TRIZ is great to move past being stuck in the “rigidity trap” in the Ecocycle, and into creative destruction. It is great to help people get out of their individual and collective ruts. The example here is focused on stopping bad meetings, but your invitation can be anything that needs a little creative destruction!!

Thoughts? Feedback?

Criticisms & Cures for Facilitating in Complexity

My friend and colleague Eva Schiffer asked the most delightful question after I wrote about Facilitating in Complex Contexts.  “How do you dive into and acknowledge complexity and then get s*&% done?”

I love that Eva framed this as a classic Wicked Question focusing on the AND versus either/or! I’m finally circling back to share what I learned. (Back in the writing saddle again!)

I enjoyed this article in Learning Solutions by Connie Malamed addressing  push back on Design Thinking. When I’m using Liberating Structures to enable design, planning, group process in complex contexts, there is this pervasive energy that shows up around the idea that “everything is complex,” and therefore there is nothing concrete we can do.” Another type of push back.

While I could blithely respond that they are missing the point, that’s not very helpful. Connie’s article broke down some of the resistance she has experienced with Design Thinking, so borrowed her approach and see if it works when trying to bring complexity friendly approaches to facilitation. Let me know…

Criticism: If everything is always complex and changing, how do you plan?

Cure: Discern what is complex, what isn’t and what can be “nudged” to a point of greater certainty or predictability. Using Agreement-Certainty matrix, the Cynefin Framework help in that discernment. If you think of your work portfolio in the context of an Ecocycle, there are things that are predictable (in the “Manage” quadrant”) AND there are things that must be destroyed to make room for innovation, innovation itself and the process of bringing that innovation into the Managed domain through iterative experimentation. If you can identify where each of your work processes fit in that ecocycle, you can breath a little easier because it is all connected… eventually!

Criticism: If I can’t predict outcomes, how will I know how to focus our work?

Cure: Utilize methods that help you discover possibilities in unexpected places such as Discovery and Action Dialog, those that allow you to iteratively move towards your goal or refine your goal. Consider Improv Prototyping or even Simple Ethnography. These can help us leap over our own cognitive biases — sometimes that alone is the problem, not complexity!

Cilliers wrote (again, via Chris Corrigan): “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. ” This reminds us that our work is often non linear, even if our planning infers that it is. 😉

Criticism: If things are always changing, how do we make make ongoing decisions?

Cure: First, discern what kind of decisions you are making. Again, via Chris Corrigan / Paul Cilliers and complexity informed values: “Complex systems consist of a large number of elements that in themselves can be simple.”  Understand which decisions are the simple or complicated ones and make them. For the complex elements, use methods such as Critical Uncertainties to build a portfolio of options so you are ready to make decisions to shift if the conditions change. Finally, are you even conscious about HOW you make decisions? Look at that for a few surprises!

Criticism: And now Eva’s : How do you dive into and acknowledge complexity and then get s*&% done?

Cure: Acknowledge that this is the Wicked Question and then plan your next step. The beauty of  15% Solutions and similar approaches are that you can find the AND between complexity and your next move.  Use the Wenger-Trayner Value Creation framework to surface immediate value of your short term experiments rather than waiting for the “final evaluation!” You can use What, So What, Now What? to elicit the narrative fragments that can help you see the value created, even in uncertain or experimental moves.marbled swirs

One more from Cilliers/Chris: Complex systems are adaptive. They can (re)organize their internal structure without the intervention of an external agent. Chris notes that we must adapt – our plans, our actions, our strategies. So the bottom line is we have to move away from our adulation of certainty and just get on with it!

 

 

See also:

  •  http://www.hsdinstitute.org/resources/plan-in-uncertainty-strategic-adaptive-action.html

Facilitating Strategic Planning in Complex Contexts

My clients have been asking for more support in planning for the future. In almost every case there have been internal or external factors that suggest significant inflection or turning points. Policy changes due to political shifts. Growth in networks. Shifting priorities. Emerging possibilities. New combinations of partners.

They usually ask for traditional strategic planning. I have realized I don’t do this anymore. Won’t. Forget your SWOT analysis. I’m fully into the “liberating planning” space. A liberated facilitation space. This work has been deeply enhanced by my collaboration with folks like Keith McCandless and Fisher Qua, fellow “struturalistas!” Many of the words below came from or were inspired by them and others from the Liberating Structures community.

Context

Why do we need complexity informed planning? Three big reasons.

  • Portfolios, not just projects: Very few organizations have just one element, yet planning is often linear and isolated at the project level. Strategically we need to take a portfolio perspective on planning which is quite different than “planning a project.”  When you work at the portfolio level, you are looking not for a single success (or failure), but for signals that can show how to move the whole field forward. A portfolio approach can help buffer against the typical three-year grant funding cycles and keep focused on strategy. Tactics should include “safe fail” probes (http://cognitive-edge.com/methods/safe-to-fail-probes/) and experimentation in areas of uncertainty, and then, once some clarity has emerged, scale up or adapt to more mature results.  Among many useful things, the Liberating Structure Ecocycle Planning (http://www.liberatingstructures.com/31-ecocycle-planning/ ) supports a complexity informed portfolio approach.  Interestingly it also allows simultaneous work on strategy and tactics.
  • Complexity requires complexity informed facilitation practices. A portfolio approach is complex, with many unknowns, variables and dependencies. Even within a project, the challenges people are facing are rarely simple cause/effect problems. They are complex. It does NOT mean that things are SO complex, we simply can’t address the complexity.The facilitation implication is that people need a handle on complexity, to recognize it, work with it, and not get overwhelmed by it. If we are to tackle system level problems, we need a repertoire suited for complex contexts. Look at the work of Cognitive Edge (http://cognitive-edge.com/ )  , Harold Jarche and many others. (http://jarche.com/2010/10/organizations-and-complexity/, https://jarche.com/2016/04/complexity-in-the-workplace/ , http://www.ontheagilepath.net/2015/10/complexity-and-methods-to-succeed-thanks-for-the-books-organize-for-complexity-and-komplexithoden.html and https://www.odi.org/sites/odi.org.uk/files/resource-documents/10604.pdf )
  • Planning itself becomes an Ecocycle. My recent work with the Ecocycle Planning tool has opened a new repertoire of facilitating in complex contexts by helping us recognize that our work does, and should, span the four spaces of maturity, creative destruction, networking and birth. The Ecocycle recognizes that we operate across a range of contexts and projects that are, from a Cynefin framework perspective, simple (rules based), complicated (expertise driven),  complex (not predictable) and chaotic (we will never fully know!) A manager may feel most accountable for the maturity space, where tested approaches can be scaled up. But without an eye to the pipeline in, simply managing the mature space is self-delusion. It may require making space through creative destruction. Opening up to wider networks to identify new possibilities and steward them through the innovation process. Yet maturity is the manager’s area of comfort. To embrace the other areas, they must see the action of the continuum of the Ecocycle. (EDIT: For some great background on Ecocycle see https://www.taesch.com/references-cards/ecocycle by Luc Taesch!)

The patterns I notice across the Ecocycle and other useful facilitation processes for working in a complex context are that:

  • they ask us to shift our perspective about how past experiences inform our present analysis,
  • they support the emergent (often unpredictable), and,
  • they are iterative.

Another thing I notice is that this practice embraces a different mindset for planning which also attracts REALLY INTERESTING people. That, of course, attracts me.

The Adaptive Strategy Landscape for Project Design & Development

We have been struggling about what to call this and how to describe it. My newest experiment is “Adaptive Strategy Landscape.” I’m currently designing a workshop for practitioners in international development to use Liberating Structures in project design – thus my need to blog about this and think out loud with you. I am drawn to the term “landscape” because it is visually strong, and implies an ecosystem of inter-relating elements. I am very open to other name suggestions. 😉

So what does this Landscape, this “emergent, complexity-friendly strategic planning” actually look like? Right now we are framing it around six questions I learned from Keith. Typically I tinker and modify them to the domain in question. This is their generic form.

  1. PURPOSE: Why is this work important to us and the wider community?  How do we justify our work to others? What makes this important?
  2. CONTEXT: What is happening around us that demands change? This question is particularly energizing to help identify and sharpen purpose. It shocks me how often this is ignored or left muddy and far from strategic. A good idea out of context is often a blind alley.
  3. BASELINE: Where are we starting, honestly? This question has many layers and process options, from identification of strengths (things in our “Maturity area” of the ecocycle), positive deviance (http://www.liberatingstructures.com/10-discovery-action-dialogue/ ) , identification of challenges, or the things we have resisted or feared discussing, the light and the dark. It surfaces the things we must work with. AND the things we need to creatively destroy to make space for innovation. The creative destruction is ESSENTIAL to this process!
  4. CHALLENGE: What paradoxical challenges must we face to make progress? This invites the ground shifting conversation to enable working in a complex environment. It is not “if we do X, Y will happen.” It is not X or Y.  It examines competing priorities, uncertain futures, and antagonizing circumstances. It explores multiple perspectives and truths. Paradoxes are not things to defeat us, but tools to change how we view a problem. To shift our mindsets.  A useful sub-question if things get stuck is What happens if we don’t change? How do we keep moving forward in this land of “wicked questions?” ( http://www.liberatingstructures.com/4-wicked-questions/ )
  5. AMBITION: Given our purpose, what big ideas seem possible now for our purpose? What big opportunities do we see? What is ready to be imagined and then stewarded into birth? This frames our shared impetus forward. It is the genesis of our monitoring and evaluation framework as well, informed by the other five questions. This is super-important and includes a developmental evaluation perspective right from the start. This is useful to engage project funders in dialog, both in the proposal, planning and discussion of outputs and outcomes from a complexity perspective.
  6. ACTION: How are we moving away from the current state to our desired future state? This is the practical piece. What are the next steps? Things we can decide and do. Start now, no matter how small the step. Do something. Don’t wait to plan for perfection. ACT! Build iterative learning into the design. Monitor and evaluate as a way of working, not an afterthought or a tick on the checklist.

While these each have a number attached to them that informs sequence, this is not by any means always a linear process. A discovery around “where are we starting, honestly,” may lead us to rethink our purpose. Learning loops abound.

Process

A portfolio approach, complexity and the Ecocycle, informed by the six questions, has lead to the construction of a set or “string” of processes (many from Liberating Structures) that inform design of the process.Here are some example structures for each question.

  1. PURPOSE: Why, why, why is this work important to us and the wider community? 
    1. 9 Whys
    2. 1-2-4-All
    3. Drawing Together
  2. CONTEXT: What is happening around us that demands a fresh/new/novel approach ?
    1. Mad Tea
    2. Critical Uncertainties
    3. Discovery and Action Dialog
    4. Users Experience Fishbowl
  3. BASELINE: Where are we starting, really?
    1. What, So What, Now What?
    2. TRIZ
    3. Critical Uncertainties
  4. CHALLENGE: What paradoxical challenges must we face to make progress?
    1. TRIZ
    2. Wicked Questions
  5. AMBITION: Given our purpose, what seems possible now?
    1. 25/10 Crowd Sourcing
    2. What, So What, Now What?
    3. Troika Consulting
  6. ACTION: How are we breaking away from the present and moving toward the future?
    1. 15% Solutions
    2. Ecocycle
    3. WINFY
    4. Purpose to Practice

I pay close attention to turning points, where something shifts in the group, and adjust my string to respond to these emergent factors. I use large visuals to anchor and capture salient information, ideally identified by the participants and NOT me. (This helps avoid one of my pitfalls, over-harvesting!) Post its, paper, pens are all in everyone’s hands. Fisher has started adding a timeline to the bottom to build off of question 3 with more detail.

We iteratively stop and take turns telling the story of the emerging visual to get clear on what we understand and what we need to process further. Often, this is the moment when we go back and sharpen the purpose, and find the right level of granularity around each question. Sometimes we capture these on videos. There are moments when you see new clarity emerge right on the spot.

From this a smaller team usually transforms this into a written plan, conforming (ahem!) to the needs of the organization and or funders. There is still a gap between the very learning intensive process of complexity-based planning and the formats we use to write, manage and evaluate projects. More work to do!

Here are a few examples of the visual after a planning session.

From the Fire Adaptive Communities retreat

From Keith McCandless

 

So what do you think?

Please add, comment, critique, rename in the comments! Thank you in advance for thinking WITH me!

Resources/Inspirations:

Innovation Barrier #2: Your Network Is Embedded In An Older Model

At this point, most people are aware of the power of network effects.  Everybody uses Microsoft Office because everyone else uses it.  If you want to sell something, you put it on eBay because that’s where the buyers are (and they’re there because that’s where the sellers are).  Apple’s iOS is popular, in part, because everyone wants to develop for it.

via 3 Things That Can Stall Innovation (And How To Overcome Them) | The Creativity Post.

Shifting Conditions That Hold Problems in Place

Two of my colleagues/friends have written very useful posts reflecting on practices that can enhance any year end reflections and new years planning you may be cooking up. Many of you who know me how much I value what emerges from practice and my learning path is to understand these things from a complexity perspective in various systems. Recently a client pointed me to a FSG blog post which had a link to a quote that has enlivened this path.

Social Innovation Generation in Canada defines systems change as “shifting the conditions that are holding the problem in place.”

Savor that one for a minute.

For me, the blog posts noted below give us some ideas about shifting those conditions that are holding our problems in place!

First, Mike Parker of Liminal Coaching shares a great set of ideas framing the complexity of todays work world (work in the broadest sense!) What is wonderful is that if you keep reading, you will get to Mike’s gift: the value of daydreaming in helping us navigate our complex worlds. Yes, daydreaming. He riffs on the time management Pomodoro practice and creates Liminal Pomodoro – a practice to relax and let your mind do its work in that daydreaming state of mind. This might be helping conditions in our own minds that are holding our problems in place. Read the post – seriously. Then go take a Liminal Pomodor break and come back and read the rest of this post. Who knows, you may see it in a whole new light!

The second post comes from Michelle Medley-Daniel from the Fire Adapted Network Community. I had the chance to work with Michelle and hear team last year and we played with many complexity informed practices such as Liberating Structure. Michelle informed me that what she learned during that retreat had continued to add value over the year – which of course made my day.

Michelle’s reflections came around the US Thanksgiving holiday and reflected one of my favorite themes, abundance and ditching the scarcity mindset. To me, these are not Pollyanna-ish practices, but survival skills. When you take a different perspective, you have the chances of shifting the conditions that are – yes – holding the problems in place. I’ve snipped the high level essence of 2 pieces of advice below, but let the beautiful pie picture lure you into her full posting.

How Practicing “Enough” and Looking Ahead Can Support Social Innovation

Idea 1: Adopt an abundance mentality and give scarcity thinking the boot!

  • Give freely.
  • Check your pace; make space for your priorities.
  • Practice gratitude.

Idea 2: As you reflect on the strategic opportunities that lie ahead, consider how people think about the future.

In the times of the immense wildfires in California, and the work that Michelle and her colleagues do at the Fire Adapted Communities Learning Network, this advice seems urgent and important.

Let’s shift the conditions that are holding the problems in place!

Eng and Corney’s “Navigating the Minefield: A Practical KM Companion”

When approached to support knowledge management (KM) in my consulting practice, I often reply “I don’t believe in KM!” This flippant but heartfelt comment reflects the failures I’ve observed as people tried to reduce the complex processes of learning, creating, sharing and applying knowledge into a set of “best practices” and databases. It was as if KM was a mechanical but glorified tool, like a fancy food processor, admired while new, and then left on the shelf. Most KM approaches failed to understand that at the heart of creating, sharing, adapting knowledge is embedded in our entrained human behaviors and rarely successfully redirected by rules. Especially for busy people. Yes, I am a skeptic of of many KM approaches.

So when Paul Corney and Patricia Eng invited me to take a look at their new book, “Navigating the Mindfield: A Practical KM Companion,” I had a glimmer of hope. Why? I have interacted online with Paul for many years via the global community of practice on KM in international development, KM4Dev, and have found him sensible and practical, while also pushing and looking forward. Those are all good indicators of a viable KM approach. 

Eng and Corney’s book is at first a somewhat basic and “obvious” book. It ticks the check marks around understanding what KM is and it’s diverse value proposition. It is a GREAT introductory text for someone who has just been handed a KM responsibility. It is filled with common sense, which we know from experience isn’t always so common. Usefully it is grounded with stories exemplifying the ideas provided: a real world check. 

For me, as an “old hand,” the book sings in Chapter 7 – What Surprised Us. After analyzing all their interviews and research, Eng and Corney put their heads together to identify the surprises that ultimately spring from what they describe as KM being “all about people.” People are not orderly, obedient and prepared to live in the (fantasy) land of “best practices.” Their contexts are diverse and often complex. In describing these surprises, the authors sketch out the reality that KM is a complex practice and requires complexity appropriate strategies and adaptations. My favorite is #2, “Operational KM to the fore, strategic KM to the rear.” This is a classic polarity, a wicked question. How can we be both operational and strategic? Focus solely on an operational challenge, KM dies when that operational imperative ends. Strategic only and buy in at the front line rarely happens. KM, at its best, dances within these two polarities, rather than tries to resolve them. 

The issue for me is to be always thinking forward about KM and how it can add value in ways the generatively move a system in the direction we want it to go. If we rely on a single model or framework, that task is impossible. So watch out for the trap!

If you are just starting out with KM, read the whole book and absorb the stories and lessons. If you are an old/jaded/in-a-rut practitioner, start with Chapter 7 and be prepared to discover lessons you probably already know, but haven’t applied. That darned old common sense isn’t always so common. So let’s start practicing it again. Let’s get more creative … or maybe that isn’t the word. Let’s use, for example, complexity frameworks to understand and expand what works and ditch the failing old plans. Maybe KM can be real!