Citizens at the Centre

Thanks to Chris Corrigan for this link to a white paper on citizen engagement.

OSonOS 2008 San Francisco

My friend Lisa Heft is hosting next year’s international Open Space on Open Space gathering in San Francisco. Here’s what she wrote:

(drum roll, please….)

Dear colleagues and friends

On behalf of the Host Team for the 2008 World Open Space on Open Space…

…the next annual international face-to-face gathering of Open Space facilitators, learners and enthusiasts – to meet old and new friends and colleagues explore, discover, share and learn from one another
*in* Open Space, *about* Open Space…

…I am happy to announce to you the dates for our 2008 “WOSonOS”:

(still drumming?)…

July 23 through July 26, 2008 ! ! !

Wednesday July 23 Evening Reception
Thursday July 24 WOSonOS and evening celebration
Friday July 25 WOSonOS and yes, more evening celebration
Saturday July 26 WOSonOS for ½ more day and who knows, could be some celebration

And, for those of you who are newer to Open Space and / or would like to begin or enrich your learning about Open Space before we dive deeper at the WOSonOS (because WOSonOS is not a training and it is useful to know about and experience the process before this event), I will be offering the

Open Space Learning Workshop
on Tuesday and Wednesday, July 22 and 23, 2008

But wait, there is more….

During the World Open Space on Open Space 2008 in San Francisco, you, my dear readers, will be able to touch and see and celebrate the debut of…

“Open Space Technology: A User’s Guide” – Third Edition
Hot off the presses…
….And our dear friend Harrison Owen, who happens to know (and be) the author, will be with us.

So: mark your calendars. But mark them in pencil for the days before and after the WOSonOS – because in coming months we will give you more information, including some ideas for lovely explorations and excursions you may wish to investigate, and perhaps even some events happening in San Francisco before or after our WOSonOS that you may wish to attend. By the way, San Francisco Bay Area is a great place for hiking the Golden Gate National Recreation Area, strolling (and eating) through diverse neighborhoods, taking a car up to enjoy the Napa Valley Wine Country, going on a sailboat or ferry ride, day trips with the local OSniks, and yes…there is even…whale watching….

More information such as registration and other details will come to you in the coming months…

Lisa

Aikido

Wow! I’m at an Asian Facilitation Conference in Malaysia and today attended a session on Kensankai Aikido Dojo. Aikido is a Japanese martial art, focusing on peace and harmony, using minimal strength and agression.

We learned about presence and welcoming and centring and deflecting and movement and responding and blending techniques (enetering and turning). This is a fabulous metaphor for the role of a facilitator – especially when faced with agressive, angry or bullying type participants.

And don’t even start me on the parallells with improv! Looking after your partner, being present and movement are integral to Aikido – something improvisers will easily relate too. Great stuff!

There’s SO MUCH more to learn.

*sigh*

AND, you can understand Aikido at a superficial level after a couple of years, but it takes many, many years and lots and lots of practice to master – and even then there’s still more to learn. Sounds a bit like the journey of learning facilitation to me.

Improvised Facilitation – the heart of facilitation

Making choices is at the heart of facilitation. Choices are made from the moment we agree to a facilitation task – and continue throughout the design process AND, most importantly, when facilitating with a group.

Those choices include what to wear, how to act, what to say, what to do, how to respond… With so many choices and decisions – small and large – to make, you would expect many facilitators to be frozen with indecision. While there may be moments when a facilitator feels unable to decide what to do next, these are remarkably rare. Most facilitators assess the situation and make choices without anyone else being aware of the inner dialogue. Sometimes even they are not aware themselves.

This is what it means to be spontaneous – combining existing knowledge and skills with the possibilities and materials available in the moment to improvise. Many facilitators are not even aware that they are improvising. Others want to enhance their capacity to improvise – to feel more comfortable being spontaneous and to hone the skills that enable spontaneity.

The skills that enable spontaneity are not necessarily knowing more activities, or more games, or more processes (although it never hurts to have a solid and varied repertoire of activities to choose from). Spontaneity skills are more about the facilitator’s ‘internal landscape’ – what we are thinking and doing as we facilitate.

I used to believe that it was not always necessary, or even appropriate, to improvise when facilitating. Now I believe that improvising is at the heart of facilitation, because of the constant need to make choices. Even intuitive choices are best made in response to the available information. And it’s the information we receive while in the process of facilitating that is far more useful, relevant and current than any pre-workshop data or briefings we can collect.

Let’s visit improv theatre for a moment. There are many forms of improv – short and long form, Playback, TheatreSports etc. And what they all have in common is no script. Players stand in front of an audience and perform scenes without a script. They have to use suggestions made by the audience combined with their own skills and those of their colleagues. In his book, Blink: The Power of Thinking without Thinking, Malcolm Gladwell describes improv as involving people making very sophisticated decisions on the spur of the moment, without the benefit of any kind of script or plot. What is terrifying about improv, Gladwell suggests, is the fact that it appears utterly random and chaotic.

But the truth is that improv isn’t random and chaotic at all. Improv is an art form governed by a series of rules. Performers practice together so much because they want to make sure that when they’re up on stage, everyone abides by those rules.

Improvising is not the same as being unprepared. Indeed, the ability to improvise requires a lot of preparation, of learning skills and techniques and of practicing. The art of improvising comes from mastering some of the core improv principles.

Facilitators, like improv performers, can practice and hone these improv skills.

Improv Skills for Facilitators

Accepting offers
Improvisers practice together and perform together. They can create memorable scenes in the moment because of one basic principle – they make offers to each other and accept all offers. They don’t prejudge, analyse or block. They say, ‘yes!’ An improv group can spontaneously develop a complex story on stage because they accept all offers – they don’t block each other, or stop to determine what might be the best way to proceed. They build on the offer, sometimes (OK, often) making mistakes, and accepting new offers. The story, and the meaning emerges from the action.

Facilitation application
Consider everything that happens when you’re facilitating as an offer. The data projecter hasn’t arrived. See it as an offer. Someone challenges the process you’re using. See it as an offer. Someone else is cynical, or angry, or withdrawn. See them all as offers. Try it and see how it changes your perspective. See what opportunities open up.

Be present
To receive an offer we need to be present – not just physically, but with all our senses. Attentive, alert, listening, feeling – being present for the group – not thinking about what we should have done, or will be doing next, but being present right here and now. Improv players have to be constantly alert to the offers of their companions. They practice listening to several people simultaneously while also taking in their surroundings and being aware of where everyone, and every thing, is on stage – which is even harder when all the props are imaginary!

Facilitation application
Be fully and completely present for the group. It shows, and they will notice. Practice listening attentively while observing with your peripheral vision. Be aware of who and what is in the room. Use all of the available space.

Do something
Improvisers often start an action without knowing what it is or where it will take them. Spontaneity is not about thinking quickly. Improv’s power lies in the physical rather than verbal spontaneity. Solution lie in actions, not words. Improvisers know to do something, anything – as long as it’s active, and to start anywhere, – as long as it’s active.

Facilitation application
When in doubt, do something. Start anywhere, but do something. Stop thinking. Stop analysing. Use your body. Move around. Get a different perspective. Ask the group to stand and to move. Meaning emerges from action – and stay alert to offers.

Be average
Keith Johnstone, the modern ‘father’ of improv, suggests that most people block themselves – they self censor. They think their first idea is not good enough, clever enough, original enough.

Facilitation application
Say yes to yourself, as well as others. Don’t try and be clever, or funny, or anything – just do something and start anywhere with the first thing that comes to mind – then build on it. No-one will know that you didn’t have a plan!

Make mistakes
Improv players celebrate failure. They acknowledge what didn’t work and move on. This is one way of remaining present. If you are dwelling on something that didn’t work in the last scene, you are not fully present for what is happening now. And growth comes from taking risks – and taking risks means that some things won’t work.

Facilitation application
Acknowledge and celebrate failure – to yourself and others. Take a bow. And do something else. Take risks – try something new.

Let go
When improv players are relying on each other and accepting offers, there’s no way of knowing where something will end up. They have to trust themselves and the group, and let go of preconceived ideas of where something will end up.

Facilitation application
Trust yourself. Trust the wisdom of the group. Trust your knowledge of, and skills with, process. Provide a process as a support for the group’s content – and then let them get on with the work they have to do. Be comfortable with uncertainty – and believe that meaning emerges.

How to practice being more spontaneous
o Join an improv group.
o Form your own improv group and perform whenever you can.
o Play improv games with family and friends. You can find improv games on the web at www.learnimprov.com and www.yesand.com. Or there are many good books. For starters try these: Izzy Gesell (1997) Playing Along, Whole Person Associates, Duluth, MN; Kat Koppett (2001) Training to Imagine: Practical Improvisational theatre Techniques to Enhance Creativity, Teamwork, Leadership, and Learning, Stylus, Sterling, Virginia.
o Play improv games with other facilitators – keeping in mind that the games are to develop your own skills as a facilitator. In some cases the games themselves might be useful to use with a client group – as long as you are clear about the intention and include a debrief so that everyone understands the point of the game.
o Practice on your own – accept offers, and be aware of blocking yourself or others; be present, even while travelling on public transport, for example, you can practice attentiveness; when you are stuck, do something, and reflect on the effect it had and where it took you.
o Improvise a meal. Don’t plan anything. Use your own skills and whatever resources you can find and see what emerges.
o Practice being spontaneous when you are facilitating. Be aware of how you felt, what you did, what existing skills and knowledge you drew on, the effect on the group. Remember this is “secret facilitators’ business” – there’s no need to tell your group that you are improvising.

Other uses of Improv for Facilitators
By all means research your group, know their objectives, prepare yourself, the space, materials you may need. But don’t be too attached to your plan. Try facilitating without a plan, taking into account the improv principles discussed here. Try it, and see what happens. You may surprise yourself, and delight the group with your spontaneity!

It’s important to remember that our role is to facilitate objectives – not to show how clever we are or how many activities we know. It’s not about us – it’s about the participants. As well as influencing our own practice of facilitating, improv activities can be used to make sense and explore abstract concepts.

Games and activities are a means to an end – not the end in itself. What is important is to know what end you’re aiming for – what behavioural change or shift you want – then the selection of activities becomes easy. Every activity, or game, is just an excuse to debrief and learn.

Why blog?

To rediscover my writing voice.

To have a place where links are easily accessible.

To explore ideas.

To have a safe space to write.

To receive occasional feedback via comments.

To feel connected to the big, big world out there.

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Difficult Conversations

Yesterday I revisited Difficult Conversations in preparation for a workshop I was running – and also because at a family gathering my sisters-in-law had been talking about difficulties they were having raising issues with their bosses.

There’s a lot to Difficult Conversations, even though the book itself is easy to read, the application is a lot trickier.

These are the bits that I find useful:

There’s not much to be gained from the ‘what happened’ conversation. Arguing about who was ‘right’ doesn’t lead anywhere much.

It’s helpful to explore each other’s different stories – and to start the conversation from the third story. This is the story an independent observer would see between the two ‘warring’ parties.

Be curious – and to be curious requires authentic listening, beyond active listening. This takes practice!

Impact is different from intent. Just because I was hurt by what someone said or did doesn’t mean that that was their intention.

And to move forward? Acknowledge and reframe. Reframe. Reframe.

While the book has been written to explore difficult conversations between individuals, I found it useful when facilitating a workshop where two organisations with previously good relations had found themselves in dispute with each other. A classic case of communication breakdown and loss of trust. While I didn’t use anything specific from the book, the understandings it provided about the dynamics of difficult conversations was invaluable and certainly influenced the way I facilitated the meeting.

More on ‘What is a facilitator?’

Hmmmm….

It must be the cold, wet and miserable weather that’s making me a mite introspective at the moment.

*gazes out the window at the rain*

Inspired by ‘Ideas that Stick’ and a question from an artist about ‘what is a facilitator?’ I’ve been trying to establish for myself what is the core of facilitation. Surely it’s not so obscure that it can’t be described in concrete terms? My colleagues on the Australasian Facilitators’ Network (AFN) list have provided some valuable ideas and thought food.

One of the comments in ‘Ideas that Stick’ that has really stuck with me is about the ‘curse of knowledge’. As facilitators we know what we do, even if we can’t describe it to someone who has never experienced it. And we can tend to talk in abstractions that leave others rolling their eyes. It’s not enough. I reckon we should be able to nail what it is we do. So I thought about coming at this question from the other way: What would be missing if a group didn’t have a facilitator? Even if they don’t have a designated facilitator, there’s nothing stopping someone in the group taking on that role.

Which has helped me start to clarify something – facilitation, like leadership, is a role, not a designation. So, a facilitator is someone who facilitates. Therefore the question isn’t really ‘what is a facilitator?’ rather it’s ‘what is facilitation’ (because it doesn’t really matter who does it – and just as there are good and bad leaders, there are also good and bad facilitators).

So – what is facilitation?

It’s something I do – not what I am.

And if it’s something I do, I will probably do it differently to others. But I wonder if there’s some common thread that links all the people who facilitate? Is it a motivation maybe? If the ‘how’ is not as important as the ‘why’ (because there are a squillion different ways of facilitating, many of them dependent on all sorts of factors) then maybe that’s the bit we should describe.

So I can describe ‘how’ I facilitate – using processes etc.

And the ‘type’ of facilitator I am in any given situation – improvisational, participatory, directive for example.

I can describe the effects of facilitation – learning, decision making, dialogue etc. Hang on, these can happen without facilitation. Surely there is something about ‘better’ or ‘enhanced’ learning, decision-making, dialogue as the effects of facilitation?

Remember – anyone can do this – you don’t have to be designated a ‘facilitator’ (recognising of course that there are a lot of skills, processes, understandings etc that anyone taking on the role will have to be competent in).

Which still leaves the ‘why?’. Why does any group need someone to play the role of facilitator? Why would they need something that is called ‘facilitation’?

To make their task easier. And more effective.

So, facilitation makes it easier for groups to (insert task or results) more effectively.

Lets’ test it:

Facilitation makes it easier for groups to learn more effectively.
Facilitation makes it easier for groups to meet more effectively.
Facilitation makes it easier for groups to plan more effectively.
Facilitation makes it easier for groups to resolve disputes more effectively.

Hmmmmmm.

*gazes out the window at the sunshine*

*sunshine!*

Enough of this introspection! I’m going for a walk.

The world needs more facilitators – AND improvisers!

I was checking out Dave Pollard’s prolific blog and came across this. He’s describing 12 of the most important areas of expert consensus about the next pandemic:

Resilience, practice and improvisation skills are more critical than good planning in a pandemic:
Redundant systems, people who have been through emergency situations or rehearsals, excellent, evidence-based decision-making skills, trained facilitators who can make effective ad hoc use of volunteers who have natural immunity, and people with the competence to adapt to quickly changing circumstances, have been shown to help in emergencies far more than having a detailed plan. Plans can’t predict what will happen in complex situations, so they’re only useful when scenarios play out ‘according to plan’, which they seldom do.

I may not be an ‘expert’ but I agree. Adaptability, willingness to try something, building and maintaining relationships, are improvising are proven approaches to dealing with catastrophic (and even minor) change.