WORKBOOK

How can we make the most of each others strengths, gifts and talents in the process of empowering localities?

ArtofHosting

ContentsINTRODUCTION:........................................................................................................3

AboutthisWorkbook.......................................................................................................3PurposeofThisTraining...................................................................................................4ParadoxesatWork...........................................................................................................5MultipleLevelsofFocus...................................................................................................5ContentoftheTraining....................................................................................................6

BASICASSUMPTIONSANDCOREPATTERNS..............................................................9TwoComplementaryWorldviews..................................................................................10AFewChaordicAssumptions......................................................................................11ChaordicOrganisations..................................................................................................12OrganisationsasLivingSystems.....................................................................................13ComplexAdaptiveSystems............................................................................................15WorkingwithVisionandPurpose...................................................................................18TheFourfoldPractice....................................................................................................20TheChaordicPath..........................................................................................................23TheChaordicSteppingStonesAWaytoWalkthePath................................................25DivergenceandConvergence.........................................................................................26OrganisingPatternsFourOrganisationalParadigms.....................................................28AFifthOrganisationalParadigm.....................................................................................32

COREMETHODS.......................................................................................................33TheCircle.......................................................................................................................34AppreciativeInquiry.......................................................................................................37TheWorldCaf..............................................................................................................39OpenSpaceTechnology.................................................................................................41CollectiveMindmap......................................................................................................43TheProActionCaf........................................................................................................45ActionLearning..............................................................................................................54PractisingDialogue.........................................................................................................56

ESSENTIALSOFPROCESSDESIGN.............................................................................61SevenLittleHelpers........................................................................................................61PowerfulQuestions........................................................................................................64TheArtofHarvesting.....................................................................................................65GroupHarvestingofAoHPracticeStories.......................................................................73DecisionMaking............................................................................................................83ConsensusDecisionmaking...........................................................................................84

DEEPERPROCESSDESIGN.........................................................................................85The6BreathsofDesign................................................................................................87TheChaordicDesignProcess..........................................................................................93HostingandDesigningParticipatoryProcessesasaTeam..............................................96

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ADDITIONALRESOURCES.......................................................................................110BooksandWebsites.....................................................................................................110StoriesandArticles......................................................................................................115TheArtofHostingStory...............................................................................................115AStoryaboutthePowerofQuestions..........................................................................118TheVisaStory..............................................................................................................119UModel.......................................................................................................................123UsingEmergencetoTakeSocialInnovationtoScale.....................................................124CommunitiesofPractice..............................................................................................128

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ParticipatoryLeadership

throughtheArtofHostingandHarvesting

ConversationsthatMatterisan

experienceforallwhoaspiretolearn

andfindbetterwaystoworkwith

groupsinwaysthatnurturecollective

intelligence,sharedlearning

andeffectiveactionforchange.

INTRODUCTION: WelcometotheArtofHostingJrna!Inthistrainingwewillbeexaminingwhatittakestoconsciouslydesignandhostprocessesthatdeepenyourdialogueandfacilitationskills.Weintroducetheelementsofdesign,mentalframeworkstounderstandhowtoworkwithemergenceandcomplexity,andpracticaltoolstosupportyouaspractitionersinyourlineofworkandinyourengagementforstrengtheninglocalcommunities.Todayscomplexandhighspeedenvironmentsarecallingustoengagemultiplestylesofleadingandlearning.Wemustknowhowtogeneratecollectiveintelligenceandhowtocalloneveryonesparticipationandleadership.Weneedtogeneratesharedclarityofpurposeandcreatespacesfornonjudgmentallearning.Atthesametime,weareaskedtoexercisehierarchicalleadership.Weareaccountabletoourstakeholdersandmusttakedecisiveactionwhenneeded.Learninghowtostandinthisparadoxandhowtonavigatetheterritorybetweentoomuchchaosandtoomuchcontrolisthekeytoleadingtransformationalchange.

Inthistrainingwewillpracticestayingfocusedandcentredinthemidstofbothchaosandcontrol.Wewillsharestoriesfromcommunities,government,education,theprivatesector,andNGOsaboutwhathasworked.Wewillgainframeworksandskillsforhostingconversationsthatmatter,forinvitingcollaborativeleadership,forgeneratingcollectiveintelligenceandlearningtocreatewisersolutionstogether.Ourworktogetherwillbecomerealaswesharereallifestoriesoftransformationalchangeinitiativesthatareunderwayindifferentcontextsandindifferentpartsoftheworld.Asweworktogetherwewillexploretheterritoryoffearandloneliness,trustandfellowship,andwewilldevelopgreaterclarityaboutournextstepsasleadersinthecontextofourlifeandwork.

Ifyouareaskingyourselfhowtofacilitatechangetowardsabetterworld,weofferyouaspacetogetherwithotherpeoplethataspiretodiscovernewwaysofcollaborationtocreateinnovativesolutionsadaptedtotheneedsofourreality.Bepresentandjoinotherswhowishtoexplorethisnewwayofparticipatoryleadership.

About this Workbook Thisworkbook is intendedtobeapersonalreferencejournal,tohelpyouremember,focusanddeepenyourlearning.Itsharesthebasicassumptionsandourcurrentunderstandingofthe topic and how the Art of Hosting practice can serve. It includes several tools andpracticesthatthecommunityofpractitionershas foundsimpleandhelpfuland itprovidesyouwithdifferentresourcesi.e.books,linksandinformationthatcanguideyoufurther.OurteamhasadaptedthisversionoftheworkbookforthisparticularArtofHostingtraining,but is the current reflection of a lineage of shared practice andwriting about theArt ofHosting.

TofindoutmoreaboutthenetworkandjointheAoH

emaillistvisitwww.artofhosting.

org.

Moreindepthconversationand

knowledgesharingcanhappenonline,

ontheAoHNingsite

http://artofhosting.ning.com

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ArtofHostingACommunityofPractice

Agrowinggroupofpractitionersisaddingtotheinspirationandevolution.TheArtofHosting (AoH) isnotacompanyora trademarkbutratheracommunityofpracticeengaging intheArtofHostingConversationsthatMatterbe it inthefamily, inorganisationsorinlargescaleassembliesorsummits.Thiswebornetworkofpractitionersisconnectedacrossallcontinentsservingtheneedsofdifferentcommunitiesindifferentcontexts.Itinvolvessharinglearningandexperiencesofwhathappenswhenweengagethecollectiveintelligenceincolearningandcodevelopingsolutionstocomplexchallenges.Wehavelearnedthattheprinciplesofselforganisation,participation,ownershipandnonlinearsolutionsarethekeytobothindividualandcollectivediscovery.This isdifferentandcomplementarytomoretraditionalwaysofworkingwhichareoftenbasedonrationalplanningandfullcontroloftheprocess inordertoensurethatplannedresultsareachieved.Bothapproachesareneeded.Participatory Leadership is particularly useful in dealingwith issues and challenges of acomplexnature.

Purpose of This Training

Anewtypeofleadershipisbeingcalledforinlocalcommunities,transitiontowns,corporations,businesses,internationalrelations,nonprofitorganizations,associations,schoolsandfamilies.Thisstyleofleadershipgeneratesfreshthinkingandcreatessharedcommitmenttosolvingcriticalchallengesinsustainable,inclusiveways.

WecallthisParticipatoryLeadership.

Thiskindofleadercanskillfullycallimportantconversationsandconnectdifferentperspectivestoaddressourcomplexchallengesandtogrowintoourcreativepossibilities.Heorsheknowshowtocreateopportunitieswheretheessentialknowledgepresentinevenalargegroupcanbesharedinashortperiodoftime.

ThethreedayArtofHostingandHarvestingMeaningfulConversationscreatesarichlearningenvironmentinwhichyouwill:

Exploreandpracticemethodsforactivatingcollectiveintelligenceandhostmeaningfulconversationswhetheritbewith3or1000people,

Harvestwhatemergesintoessentialactionsteps, Understandthetheorybehindparticipatoryleadershipmethods, Learntoolsforprojectcreation

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Neverdoubtthatasmallgroupof

thoughtful,committedcitizens

canchangetheworld.Indeed,itistheonlythingthat

everhas.

MargaretMead

Paradoxes at Work

In leadingorganisationstodayweoperate inaworldthat isnotblackorwhitebutratherblack and white and all the shades in between. When working with participatory orcollaborativeleadership,weneedtobeabletooperateincomplexityandholdoppositesorparadoxes:

ChaosandOrder ContentandProcess LeadingandFollowing WarriorandMidwife ActionandReflection HostingandConsulting IndividualandCommunity

Throughouttheuniverseorderexistswithindisorderanddisorderwithinorder.Wehavealwaysthoughtthatdisorderwastheabsenceofthetruestateoforder.Butischaosan

irregularity,orisorderjustabriefmomentseizedfromdisorder?Linearthinkingdemandsthatweseethingsasseparatestates:Oneneedstobenormal,theotherexceptional.Yetthereisawaytoseethisballetofchaosandorder,ofchangeandstability,astwocomplimentaryaspects

intheprocessofgrowth,neitherofwhichisprimary

MargaretWheatleyAuthorofLeadershipandthenewScience

Multiple Levels of Focus

TheAoHisafourfoldpracticethatrequiresustooperateatfourlevelsatonceindividual,team,community/organisation,andglobal.Thesefourlevelsareconnected,andlearningateachoftheselevelsinformslearningattheothers.

Individual

Toconnecttoourownmotivationandreasonforchoosingadifferentwayofleading Tostrengthenourindividualcouragetoleadashosts

Team

Totrainthecompetenciesofcollectivereflectionandwiseaction Topracticecocreating,codecidingandcohostingstrategicmeetings,focusgroups,

communityconversations,etc.

Community,Organisationetc.

Toexperienceworkinginunitywithotherleadersandmembersofourcommunity. Toexperienceneworganisational formsandworkat cocreating relationships that

servetheneedsofourorganisationorcommunity.

Global

Tounderstandthebiggercontextthatwearealwayspartof Tobenefit from knowledge and experienceof a globalor translocalnetworkof

practitionersandlearnersinthisfield

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Content of the Training The seminar is designed to provide participants with an introduction to the approachdescribed above. Our intention is to provide a good balance between indepth teachingsessionson the key elementsof the approach, combinedwith introducing some relevanttoolsaswellasfocusingonapplicationandpractice.The following isa structuredoverviewof the topicsor items,whicharepresented in thisworkbook. We will introduce and experience some of the theories and practices belowcombined with relevant cases, to illuminate how we can lead transformation throughcollaborativeandhierarchicalcultures.

WorkingTogetherThroughtheLevels

2COMPLIMENTARYWORLDVIEWSBasicassumptions.HowamImakingsenseoftheworldaroundme?HowdoIseeorganisations?

OrganisationsasMachines?OrganisationsaslivingsystemsorComplexadaptivesystems?

MENTALMODELSPatternsormetaphorsthathelpusunderstandanddescribehowweseetheworld

TheFourfoldPath TheChaordicPathDivergence&ConvergenceOrganisingpatternsorganisationalparadigmsUprocess

COREMETHODS&PRACTICES Thesearesometoolsthatareavailableforchaordicleadershippractices.Theymanifestourworldviewinhowweactandworktogetherandthroughwhichourworldviewcanbeexperienced

Practices:Beingpresent&TheFourfoldPracticeDialoguePowerfulQuestions

CoreMethodologies:CircleWorldCaf OpenSpaceTechnologyAppreciativeInquiryCollectiveMindmappingProActionCafe ActionLearning

Supportingpractices&methodologiesTheArtofHarvestingConsensusDecisionMaking

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BRINGINGITALLTOGETHERDevelopingandimplementingstrategiesforspecificcontexts/application.

8LittleHelpersChecklistfordesign5BreathsofDesign TheChaordicDesignProcess/ChaordicSteppingStonesThe5thOrganisationalParadigm

Cases:applicationindifferentcontexts

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Howdoyouexplainparticipatoryleadershipinonesentence?

AsformulatedbythestaffoftheEuropeanCommission,practicingParticipatoryLeadershipinthedaytodayworkoftheCommission.

o Imagineameetingof60people,whereinanhouryouwouldhaveheardeveryoneandattheendyouwouldhavepreciselyidentifiedthe5mostimportantpointsthatpeoplearewillingtoactontogether.

o Whenappropriate,deeperengagementofallinserviceofourpurpose.o Hierarchyisgoodformaintenance;participatoryleadershipisgoodforinnovationandadapting

tochange.o Usingall knowledge,expertise, conflicts,etc.available toachieve the commongoodon any

issue.o Itallowsdealingwithcomplexissuesbyusingthecollectiveintelligenceofallpeopleconcerned

andgettingtheirbuyin.o ParticipatoryLeadership ismethods,techniques,tips,tricks,toolstoevolve,to lead,tocreate

synergy, to shareexperience, to lead a team, to create a transversalnetwork, tomanage aproject,anawayday,brainstorming,changeprocesses,strategicvisions.

How Can Participatory Leadership Effectively Serve?

HOWDOWECONVENESTRATEGICCONVERSATIONSTHATENABLEUSTOMEETTHEINCREASINGCHALLENGESOFTHEWORLDTODAY?

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BASIC ASSUMPTIONS AND CORE PATTERNS The following sections in this Workbook will give a short introduction to some basicassumptionsofhowwe vieworganisations and someof thedynamics thathappenwhenpeopleworktogether.

Weallhaveaviewoftheworldandsomebasicassumptionsaboutwhat istrueorrightorwhatworksinourworldoragivensituation.Manytimestheseassumptionsareunspokenorevenunconscioustous,yettheydetermineouractions.

Aswecommunicateorworktogetherwedonotalwaysspeakfromthesameworldvieworsameassumptions.Thisusuallyresultsinalackofmutualunderstanding.

Making these assumptions clear and explicit helps us communicate and bridge ourunderstandings.

Tobeabletotalkaboutourassumptionsormaketheseworldviewsexplicitwesometimesuse metaphors or mental models. They are like road maps that we can use to orientourselves. And, of course, the map is not the territory so these models are clearlysimplificationsofthetruth.

Changestartswithachangeofperspectiveorinourbasicassumptions.

Edgar Schein, a wellknown organisational theorist, at the Massachusetts Institute ofTechnology (MIT), suggests that corporate culture can be considered on at least threedistinctlevels.

Thereisanemerginggroup

ofmethodologiesforfacilitatingconversationin

groupsofallsizes,supportedbyprinciplesthathelpmaximise

collectiveintelligence,

integrateandutilisediversityandminimiseor

transformconflict.

Processesfacilitatedinthis

waytendtoresultincollectiveclarityandwiseaction

sustainable,workable

solutionstothemostcomplex

problems.

Theapproachensuresthat

stakeholdersbuyintotheprocess(becausethey

participateinthedesignandtheprocessisby

definitiontransparent)and

makeongoingfeedback,learning

andcoursecorrectionanaturaland

efficientpartoflife.

(sourceunknowntous)

Thereisanemerginggroup

ofmethodologiesforfacilitatingconversationin

groupsofallsizes,supportedbyprinciplesthathelpmaximise

collectiveintelligence,

integrateandutilisediversityandminimiseor

transformconflict.

Processesfacilitatedinthis

waytendtoresultincollectiveclarityandwiseaction

sustainable,workable

solutionstothemostcomplex

problems.

Theapproachensuresthat

stakeholdersbuyintotheprocess(becausethey

participateinthedesignandtheprocessisby

definitiontransparent)and

makeongoingfeedback,learning

andcoursecorrectionanaturaland

efficientpartoflife.

(sourceunknowntous)

ArtefactsManifestation

Values/principlesBasicassumptions/corebeliefs

Thevisiblelevelconsistsof:1)Artefactsorhowourassumptionsmanifestinthevisibleworlde.g.language,rulesandprocedures,organisationalstructuresetc.Theinvisiblelevelconsistsoftwolevels:

2)Valuesorwhatwebelieveisgoodandrightortheprinciplesthatguideusinourcooperationandpursuitofourgoals.

3)Basicassumptionsorourcorebeliefs,whetherweareawareofthemornotultimatelydecidehowweactandhowwemanifestandshapeourorganisationsandourworld.

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Two Complementary Worldviews ThefollowingsectionsattempttogiveanexplanationofhowweseetheworldoforganisationandwhyandwhenthechosenapproachofParticipatoryLeadershipmakessenseandhowitcomplimentsmoretraditionalwaysofleading.Whenweareaskedtodrawourorganisations,inanybiggerorganisationitusuallymanifestsasanorganisationalchartororganigrammewithboxesandcommunicationlines.

Thispicturespeaksofabelief(basicassumption)thatifwecandefineeachpartandtherelationshipsbetweenthem,themachinewillfunctionwell.Thismayalsotellusthatwebelievethatleadersaretheexpertsandhavetheanswers.Thatiswhytheyareatthetopofthechartwithabiggeroffice,moreresponsibilityandabiggerpaycheck.Itmayalsotellusthatwebelievethatpeopleatthebottomofthepyramiddowhattheyaretoldaslongastheyaregivenagoodplanandclearinstructionsorjobdefinitions.Itmaycommunicateasenseoforderandhavingthingsundercontrol.Itisalinearsystem,whichmakesitstreamlinedandeffectiveinstableenvironments.

Thispicturespeaksofabelief(basicassumption)thatwecanselforganise.Thereisnocleartoporcentreandeachpart seemsas importantas thenext.Therearemany leadersandleadershipcanshift.Allthepartsareinterconnected.Itmayalsoseemlessorderly.

This is a network and a parallel system (as opposed to linear), which makes it resilient,flexibleandadaptiveinchangingenvironments.

Whataretheassumptionsandcorebeliefsweholdaboutorganisationswhenthepicturemanifestslikethis?

Thisrepresentsabureaucracy.Italsorepresentsamechanisticviewoforganisations.

Theassumptionsandcorebeliefsweholdaboutorganisationswhenthepicturemanifestslikethisarebasedonalivingsystemsworldvieworviewingorganisationsascomplex,adaptivesystems?

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These two paradigms are almost diametrically opposite and often cause a polarisation ofviewseither favouringoneor theother. Instead, thecomplexityofour timecalls forboth.Weneedtolearnhowtoleadandparticipateinbothcontexts,embracebothworldviewsandknowwhatisneededwhen.

Seeinganorganisationasa livingsystemorcomplexadaptivesystemmayseemchaotic tothosewhoareusedtoworkinginahierarchy,whichbycomparisonseemsorderlyandeasiertocontrol.

Bothapproacheshaveadvantagesanddisadvantagesandaregoodfordifferentthings.Livingsystemsor complexadaptive systems are flexibleand resilient they canembracediversityandcanbe innovative.Hierarchiescanbe stable,effective inactionand streamlined.Bothareneeded.

Leadershipinthesetwosystemsrequiresadifferentsetofskills,asdoesfollowership.Weareinvitedtoembraceoppositesandholdbothworldviews.

Thereisawayofthinkingandoperatinginbetweenthesetwoworldsthatactuallycontainandcombineelementsofboth.Wecallitchaordicleadership.Chaordicleadershipisalsoahighlycollaborativeformofleadership.

DeeHock,founderofVISA,addressedthisdichotomyintheearly1990s.BasedonhisVISAexperiencehebothcoinedthephraseChaordic(containingbothchaosandorder)andexploredtheChaordicorganisation.Thisisthedancewewishtoexploreinthismodule.

A Few Chaordic Assumptions

NewSolutionsAreNeeded

AoHisbuiltontheassumptionandexperiencethatanincreasingcomplexityintheproblemswe face compelus to findnew solutions for the common good,whether in corporations,government, education, nonprofits, communities, or families. These solutions are morecomprehensive and more readily found and owned if they are cocreated by thestakeholders.

NewSolutionsGrowBetweenChaosandOrder

Ifwewanttoinnovateorworkwithchangewehavetobewillingtoletgoofwhatweknowandstep intonotknowing. Innatureall innovationhappensattheedgeofchaos,or inthespace between chaos and order (the chaordic path). It is in the chaordic space that newconnections are created and new possibilities emerge. The way to any major change ortransformationwillgothroughchaosintoneworder.

ConversationsMatter

It is common sense tobringmorepeople together in conversation. It is thewaywehavedoneitingenerationspast,gatheringroundfiresandsittingincircles.

Bychaord,Imeananyselforganising,self

governing,adaptive,nonlinear,complex

organism,organisation,communityor

system,whetherphysical,

biologicalorsocial;the

behaviourofwhich

harmoniouslyblends

characteristicsofbothchaosandorder.Looselytranslatedto

business,itcanbethoughtofasanorganisationthat

harmoniouslyblends

characteristicsofcompetitionandcooperation;or

fromtheperspectiveofeducation,an

organisationthatseamlesslyblends

theoreticalandexperientiallearning

DeeHock

SeealsotheComplex

adaptivesystemsTheCinefinframework

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Conversationisthewaywethinkandmakemeaningtogether.Itisthewaywebuildstrongrelationshipsthatinviterealcollaboration.

MeaningfulConversationsLeadToWiseActions

Human beings that are involved and invited towork together only pay attention to thatwhich is meaningful to them. Conversations that surface a shared clarity on issues ofimportance fosterownershipand responsibilitywhen ideasandsolutionsmustbeput intoaction.Actionsthatcomeoutofcollectiveclarityaresustainable.

OrganisationsAreLivingSystems

When human beings join together in an enterprise or organisation they have more incommonwithalivingsystemthanwithamachine.Livingsystemsareintelligentandcapableof self organising their own and unique solutions. Theway you lead a living system isradicallydifferentfromoperatingamachine.

When these systems grow big enough they organise in levels. They need structures,containersandboundariesthatcanfacilitateoractashostforthecollectiveresourcesandintelligence.Thestructuresaretheretosupportwhatneedstohappenratherthanimpedeit.

Chaordic Organisations

o Arebasedonclarityofsharedpurposeandprinciples.

o Areselforganisingandselfgoverninginwholeandinpart.o Existprimarilytoenabletheirconstituentparts.o Arepoweredfromtheperiphery,unifiedfromthecore.o Aredurableinpurposeandprinciple,malleableinformandfunction.o Equitablydistributepower,rights,responsibilityandrewards.o Harmoniouslycombinecooperationandcompetition.o Learn,adaptandinnovateineverexpandingcycles.o Arecompatiblewiththehumanspiritandthebiosphere.o Liberateandamplifyingenuity,initiativeandjudgment.o Arecompatiblewithandfosterdiversity,complexityandchange.o Constructivelyutilizeandharmonizeconflictandparadox.o Restrainandappropriatelyembedcommandandcontrolmethods.

Oneofthecorebeliefs

underlyingtheArtofHostingConversationsthatMatteris

basedonviewing

organisationsasliving

systemsorcomplexadaptivesystems,

ratherthanmerely

machines.

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Inmanyorganisations

themechanistic

viewisstilltheprevailingoneobstructingthecreativityand

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P a g e | 14

Iforganisationsaremachines,controlmakes

sense.Iforganisationsareprocessstructures,

thenseekingtoimposecontrol

throughpermanentstructuresissuicide.Ifwe

believethatactingresponsiblymeansexertingcontrolbyhavingourhandsintoeverything,thenwecannot

hopeforanythingexceptwhatwealreadyhave..

MargaretWheatley

LeadershipandTheNewScience

Herearesomeofthequalitiesoflivingsystemsthatstudieshavediscovered:

Alivingsystemacceptsonlyitsownsolutionsweonlysupportthosethingswearepartofcreating

Alivingsystempaysattentiononlytothatwhichismeaningfultoithereandnow In nature, a living system participates in the development of its neighbouran

isolatedsystemisdoomed Nature,andallofnature,includingourselves,isinconstantchange(withoutchange

management) Natureseeksdiversity.Newrelationsopenuptonewpossibilities.Itisnotaquestion

of survival of the fittestbut everything that is fitas many species as possible.Diversityincreasesourchanceofsurvival

Experimentationopensuptowhatispossiblehereandnow.Natureisnotintentonfinding perfect solutions, but workable solutions. Life is intent on finding whatworks,notwhatisright

Alltheanswersdonotexistouttherewemustsometimesexperimenttofindoutwhatworks

A living system cannot be steered or controlledit can only be teased, nudged,titillatedtoseethingsdifferently

Asystemchangeswhenitsperceptionofitselfchanges Whowearetogetherisalwaysdifferentandmorethanwhowearealone.Ourrange

ofcreativeexpressionincreasesaswejoinwithothers.Newrelationshipscreatenewcapacities.

Wehumanbeingsarecapableofselforganising,giventherightconditions Selforganisationshiftstoahigherorder

Alivingsystemcanalsobecalledacomplexadaptivesystem.

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Complex Adaptive Systems The Cynefin Framework

Thewaywe lead is verymuch formed by thewaywe perceive reality. Social reality hasbecomeanobjectofsystemsresearchandcognitivescience,which inturnoffersnowusawholerangeofrealitiesthatouractualrealityismadeof.Inwhatfollowsweintroducethenotionofasystem tounderstandsocial reality.Asystem is thewholeof itselementsandtheirrelationshipsaswellas itsrulesofbehaviororprocesses.Youmaywonderwherethebordersofa systemare. If theelementsofa system include livingbeings likehumans,ornaturethenittendstobedynamicandmaymoveitsborders.Itactuallydefinesthembyitsownrules.

A highly instructive synopsis on the various states of systems is found in the "Cynefinframework". Developed by the Welsh researcher Dave Snowden, it distinguishes fivedomainsofrealitythatagivensystemmayrepresent;theframeworkclassifies the systems by their state of complexity and order, and offers advice on what strategy to adopt to impact each.

TheFirstFourDomainsAre:

Simple,inwhichtherelationshipbetweencauseandeffectisobvioustoall,theapproachistoSenseCategoriseRespondandwecanapplybestpractice.This istheareaweknowfromtheassembly line.Thefactoryworkenvironmentconstrainsanyactorsomuch,thattheyare leftwithfewoptionsandperformasthesystem instructsthemtodo.

Complicated, inwhichtherelationshipbetweencauseandeffectrequiresanalysisorsomeotherformof investigationand/ortheapplicationofexpertknowledge.Theapproach istoSenseAnalyzeRespondandwecanapplygoodpractice.

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This is the area of the "expert" that knows better than the actors how the system'srelationships actually fit best together. The experts design the way to follow and soundmanagers implement thisadvice.Note that in the "complicated"domain, thereare linearcauseeffectrelationships,buttherearesomanyandnotobviousthatsomeexpertinsightisnecessarytofindagoodwaythrough.

Complex, in which the relationship between cause and effect can only be perceived inretrospect,butnotinadvance,theapproachistoProbeSenseRespondandwecansenseemergentpractice.Here thesystem's relationshipsaremutually influencedby theactors'behavior.Thus, it isimpossible todiscern causal relationships inadvance;andexperts failasmuchasanyoneelseintryingso.

Leading in complexity is a game of trial and learning. The art is to launch a number ofdifferentpossibleactionstogetherandseewhatworksbetter.Thosearethenamplified,andthe less effective onesmight be stopped or revised.Herewework on the basis thatweunderstandthatwedonotknowthebestwayinadvance.

Chaotic, inwhich there isno relationshipbetween cause and effect at systems level, theapproachistoActSenseRespondandwecandiscovernovelpractice.Leading in Chaos is stressful, as thewhole system is in stressmode. Systems tend to beunstableandfallfromchaoticintosimple.Thisisacatastrophiccollapse,asthesimplificationbrought into thesystem tends tooverdoand tosuppress the inherentcomplexityand thesystemmightrecollapsebackintochaosagain.

Theway to stabilise chaotic situations isbyActingSensing.That isactingat large scaleatonce (there is no time left for trying), until the chaos stabilizes into 'normal' complexitywherefurtheractionscanbetested.

ThefifthdomainisDisorder,whichisthestateofnotknowingwhattypeofcausalityexistsandinwhichstatepeoplewillreverttotheirowncomfortzoneinmakingadecision.

Infulluse,theCynefinframeworkhassubdomains,andtheboundarybetweensimpleandchaoticisseenasacatastrophicone:complacencyleadstofailure.

Thenewperspectivegainedby this is theview from complexity. Leading in complexity isactually simple. It suffices to maintain a number of high quality learning nodes aroundconstantexperimentsaboutwhatcouldbeanewor improvedwayofacting inthefaceofconstantly fresh constellations; in a world where all actors have some large degree offreedomconstrainedlightlythroughboundariesandrulesofthesystem.

References:

http://en.wikipedia.org/wiki/Cynefin

http://www.youtube.com/watch?v=5mqNcs8mp74 (A brief explanation of the Cynefinframework)

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http://www.youtube.com/watch?v=Miwb92eZaJg (how you organize a birthday party forthirteenyearoldboysusingthevariousdomainsofsystems)

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Working with Vision and Purpose

Havingaclearvisionand/oraclearpurposearethefirststepsinbringingorderintocomplexityorthechaordicspace.

VISION: Wheredowewanttogo?Whatisouridealfuture?

Definition: Theactorpowerofseeing

Avisionstatementissometimescalledapictureofyourorganisationinthefuturebutitssomuchmorethanthat. Yourvisionstatementisyourinspiration,theframeworkforallyourstrategicplanning.

Avisionstatementmayapplytoanentirecompanyortoasingledivisionofthatcompany.Whether for all or part of an organisation, the vision statement answers the question,Wheredowewanttogo?

Whatyouaredoingwhencreatingavisionstatementisarticulatingyourdreamsandhopesforyourbusiness.

Itremindsyouofwhatyouaretryingtobuild.

Itisnotwhatthevisionisbutwhatitwhatitdoes,thatisimportantPeterSenge

THEPURPOSEOFPURPOSE: Whyweareallherecollectively?

Discoveringpurpose istodiscoverwhysomethingexists. Oftenwehurrytoget intoactionbeforeweproperlyunderstandwhyweneedtotakeaction.Gainingclarityonpurposeandespeciallygainingcollectiveclarity issetting the rightcourse for takingaction. Apurpose,therefore,becomesanavigationaltoollikeacompassasithelpsustodiscoverthedirectionoftravelforoureffortssotheycanbeofservice.

Purposecanalsobeendescribedas thegluethatbringspeoplescontributionandeffortstogether. This isbecause itdefineswhyweareworking towards somethingandwhy it isworthworking on this together. In fact, purpose becomes an invisible leader as it bothconnectsdifferentactions takenand supportseveryone toknowwhy their contribution isvaluable.

Collectiveclarityofpurposeistheinvisibleleader

MaryParkerFollett

To be a useful navigational tool in seeking the way forward, purpose contains threeelements:

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HigherIntentwhyactionisneededforthegreatergoodinserviceoflife,e.g.Wearenotformingcoalitionsofstates,weareunitingmenJeanMonnet(abouttheEuropeanUnion)

Statement of Purpose what effort is needed here and what is being pursued so thatdirectionofactioncanbeset.Thisdoesnotdefine thedestinationbut instead invitesandinspiresotherstoparticipatewithclarity.

IntentionThewilltobe inpursuitofgroundingthehigher intentthroughtheactionswetakeregardlessofthechallengesthatmightarise.

When these threeelementsarealignedandcollectivelyunderstood thegreatergoodofwhywe need to take action, the clarity ofwhatwe are pursuing in order to ground thehigher intentandthewilltodothisregardlessoftheconditionsthenpurposebecomesapowerfulattractorthatallowspeopletocombinetheirindividualeffortstoworktogetheronmakingadifferenceforall.

Inanorganisationoracommunitymanypurposescoexist.Alltoooften,insufficienteffortisgiven to interconnect these purposes so that it can feel that different and conflictingpurposesareatplay. It is therefore important toremember thatdifferentpurposesareatplay.Forexample:

Thepurposeofthestakeholdersthattheorganisationserves Thepurposeofthewholecommunity/organisation Thepurposeofthecoregroup Thepurposeofeachmemberofthecoreteam

In the light of this, the following questions may inspire your collective inquiry into yoursharedpurpose:

Whatisourcollectivepurpose? Whatisthepurposeofourfunction,teamorproject? Howdoesmypurposealignwiththepurposeweareallheretoaccomplish? What is the purpose that is at theheartof thiswork and thatwill alignus all to

accomplishit?

Puttingeffort, therefore ingaining clarityand specificallycollectiveclarityonpurpose isakeystrategicaction that ifoverlooked,usuallyendsupwithentanglements,confusionandevenconflictsinsteadofachievingoutcomesthatmakeadifference.Seekingpurposeisnotsomething tobedoneonce,either.Asaction is takenandmore isdiscoveredasa result,comingback to check inwithpurposearewe stillon courseordowehaveanewonearisingisawisethingtodo.

AStatementofPurposedefines,withabsoluteclarityanddeepconviction,thepurposeofthecommunity.

Aneffectivestatementofpurposewillbeaclear,commonlyunderstoodstatementofthatwhichidentifiesandbindsthecommunitytogetherasworthyofpursuit.

Whenproperlydoneitcanusuallybeexpressedinasinglesentence.Participantswillsayaboutthepurpose,

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Beingpresentmeansshowingup,withoutdistraction,prepared,clearabout theneedandwhatyourpersonalcontributioncanbe.Itallowsyoutocheckinwithyourselfanddevelopthepersonalpracticeof curiosity about theoutcomesof any gathering. Presencemeansmakingspacetodevoteadedicatedtimetoworkingwithothers.

Ifyouaredistracted,calledoutorotherwiselocatedinmanydifferentplaces,youcannotbepresentinone.Formeetingstohavedeepresults,everypersonintheroomshouldbefullypresent.

Beingpresentalsomeansbeingawareofonesenvironment,otherpeopleandwhatimpactsyouandhowyouimpactothers.

It is good practice to become present collectively as a meeting begins, be it through awelcome,agood framing, through checkingin to the subjectmatteror taskathandbyhearingeveryonesvoiceinthematterorsimplytakingamomentofsilence.

Inviteacollectiveslowingdownsothatallparticipantsinameetingcanbepresenttogether.

2.ParticipateandPracticeConversations

...bewillingto listenfully,respectfully,without judgmentandthinkingyoualreadyknowalltheanswerpracticeconversationmindfully...

Conversation isanart.It isnot justtalk.Itdemandsthatwe listencarefullytooneanotherandthatweofferwhatwecan intheserviceofthewhole.Curiosityand judgmentcannotlivetogetherinthesamespace.Ifwearejudgingwhatwearehearingwecannotbecuriousabout theoutcome,and ifwehavecalledameetingbecauseweareuncertainof thewayforward,beingopenisakeyskillandcapacity.Onlybypractisingskilfulconversationcanwefindourbestpracticetogether.

Ifwe practise conversationmindfullywemight slow downmeetings so thatwisdom andclarity canworkquickly.Whenwe talkmindlessly,weneitherheareachothernordoweallow space for the clarity to arise.The artof conversation is the artof slowingdown tospeedup.

3.HostingConversations

...be courageous, inviting andwilling to initiate conversations thatmatterfind and hostpowerfulquestionswiththestakeholdersandthenmakesureyouharvesttheinsights,thepatterns,learningsandwiseactions...

Hostingconversations isbothmoreand less than facilitating. It isanactof leadershipandmeans taking responsibility for creating and holding the container inwhich a group ofpeoplecandotheirbestworktogether.

Youcancreatethiscontainerusingtheeighthelpers(seelaterinthisworkbook)asstartingpoints,andalthoughyou canalsodo this in themoment, themorepreparedyouare thebetter.Thebestpreparationisbeingfullypresent.

Thebareminimumshouldbetodiscerntheneed,getclearonthepurposeofthemeeting,prepare a good, powerful question to initiate the conversation and know how you will

Youcanhaveagroupofindividuallyintelligentpeoplebutuntilthatgroupknowswhatitknowstogether,thegroupasagroupisnotintelligent

InspiredbyPeterSenge

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harvestandwhatwillbedonewiththatharvest,toensurethatresultsaresustainableandtheeffortwasworthit.

Hostingconversationstakescourageand ittakesabitofcertaintyandfaith inyourpeople.Wesometimesgiveshortshrifttoconversationalspacesbecauseofthefearweexperienceinsteppinguptohost.Itis,however,agifttohostagroupanditisagifttobehostedwell.

4.CocreatingWithOthersBecomingaCommunityofPractice

...bewilling to co create and cohostwith others, blending your knowing, experience andpracticeswiththeirs,workingpartnership.

The fourthpractice isabout showingup ina conversationwithoutbeinga spectator,andcontributingtothecollectiveefforttosustainresults.Thebestconversationsarisewhenwelistenforwhatisinthemiddle,whatisarisingoutofthecentreofourcollaboration.Itisnotaboutthebalancingof individualagendas, it isaboutfindingoutwhat isnew.Whenthat isdiscovered,workunfoldsbeautifullyaseveryoneisclearaboutwhattheycancontributetothework.

Inatrulycocreativeprocessitbecomesirrelevantwhosaidorcontributedwhatthegiftisinthesynergyandinspirationwhenweeachbuildoneachothersknowledgeandthewholebecomesmuchbiggerthanthesumoftheparts.

Thisishowresultsbecomesustainableovertimetheyfallintothenetworkofrelationshipsthatarisefromagoodconversation,fromfriendsworkingtogether.

Thecollaborativefieldcanproduceunexpectedandsurprisingresults,especiallyincomplexsituationswheremultilayeredchallengesneedtobemetsimultaneously.

FromaLearnertoaCommunityThatLearns

Aswe learntobetrulypresentandengage inconversationsthatreallymatterwebecomelearners.Aslearnersmanydoorsareopentous.

Aswebegintohostconversationandconnectwithotherhostsorpractitionerswebecomeacommunityof learnersorpractitioners. Asa communityweownamuchbigger capacitythanasindividuallearners.

As a community of individual practitioners or learners truly becomes a community thatlearns, that iswherewe reallyenter the collective intelligence.Wemultiplyour capacityandenterthefieldofemergence.

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The Chaordic Stepping Stones - A Way to Walk the Path ThereareclearstrategicstepswecantakewhenwalkingtheChaordicpath.Thesestepsareawayofbringing justenoughstructureororder intothechaostokeepusmovingforwardon the chaordic path. These steps allow us to progress gradually giving our project ororganisationmoreformasweprogress.

The first step is identifying the real need, followed by formulating a clear purpose, thendefining theprinciples thathelpguideus towardsourgoal (asattributesorcharacteristicsdescribingwherewewant to be or howwewant to get there), gradually proceeding todefiningaconcept,thengivingitmorestructureandmovingintopractice.Thesestepscan

be used both as a planning tool and to helpunderstand what you are discovering about anorganisation,communityorinitiative.

TheChaordicprocess is incontinualmotion,eachstep integratingand includingtheprevioussteps.It isan iterative,nonlinearprocesssupportedbyanongoingharvestand feedback loop.Onceyouhavedefinedtheprinciplesyoucheckbackiftheysupportthepurposeetc.Theprocessallowsustobeabletoremaininbothreflectionandpractice.

Principles of Cooperation CreatingaContainer:Howarewegoingtobehavetogetherinpursuitofourpurpose?

Whenweenteraninquirywherewedonothavereadyoreasyanswersandwecannotseetheobvioussolutionwealsoenterchaostogether.

Inwalkingthechaordicpathtogether it iswisetostartbycreatingtheconditionsthatcanhelpcontainthatchaos.Wecallthiscreatingacontainer.

Onefundamentalwaytocreateacontaineristoagreeonhowwewanttoworkortraveltogether inpursuitofourgoal. Inotherwordswedefinesomeagreementsorprinciplesofcooperation.

Principles, when defined with clarity, conviction and common understandingguide ourpursuit of purpose. Principles bind a community together and serve as a touchstone toremindusofhowwehaveagreedtoactanddecidetogetheraroundourpurpose.

Scientistshavediscoveredthatthesmall,braveactofcooperatingwith

anotherperson,ofchoosingtrustover

cynicism,generosityover

selfishness,makesthebrainlightup

withquietjoy.

NatalieAngier,PulitzerPrize

winningNewYorkTimesreporter,

describingarecentstudyoftheeffects

ofbehaviouronbrainchemistry

Foradescriptionofthechaordicdesign

process,seetheDeeperProcessDesignSection

FortheVISAstory,seetheadditionalresourcessection

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Divergence and Convergence

Inenteringintoaninquiryormultistakeholderconversationweoperatewiththreedifferentphases in the processdivergent, emergent and convergent. Each of these phases aredifferentand it is important forahost toknowwhereweare in theprocessandwhat isneededineachphase.

Thethreephasesaredifferentwaysofthinkingandworkingthatiscomplimentary.Theycanbe likened to the three phases of breathing: breathing in (lungs expanding/diverging)holding, breathing out (lungs contracting/converging). Divergent and convergent ways ofthinking and working are complimentary and different. The breath of divergence andconvergence,ofbreathinginandbreathingout,isattheheartofourprocessdesign.Everyprocessgoesthroughseveralsuchbreathingcycles(Seealsothesectiononprocessdesignpage32).

Inthedivergentphase,orPreject,thereisasyetnocleargoal.This isa goalseeking phase where a clear and shared purpose gives the collective direction.Anotherdriverinthisphaseisaskingtherightquestions.

Ifyouclosethedivergentphasetoosoon,thelevelofnewnessorinnovationwillbeless.

Ideally a groupwill stay in inquiry in thedivergentphase until anew shared and agreedsolutionemerges,oragoalisseencollectively.

DivergentThinking: Typicallygeneratesalternatives,has freeforallopendiscussion,gathersdiversepointsofviewandunpackstheproblem.

TheDivergentPhase Isnonlinearandneedschaostime. It isprocessorientedandneeds prolonged decision time. To host this phase well, it isimportant to focus on the process and allow sufficient time,

Groan Zone

Clear purpose

Diversity

Divergent phase

Emergent phase

Convergent phase

Clear goal

Time

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knowingthatthenextphasescangorapidlywhenthisfirstphaseisallowedtoruntoterm.

ConvergentThinking: Means evaluating alternatives, summarising key points, sortingideasintocategoriesandarrivingatgeneralconclusions.

TheConvergentPhase Is goaloriented and focused, linear, structured and usuallysubject to time constraints. It is focusedongetting resultsandmayrequirequickdecisions.

TheEmergentPhase Betweenthedivergentandconvergentphase,isfondlyknownasthe groanzone, it isthephasewhere magichappens. It isthephasewhere different ideas and needs are integrated. It mayrequireustostretchourownunderstandingtoholdand includeotherpointsofview. We call it thegroan zonebecause itmayfeel messy, an uncomfortable stretch, but it is also the phasewherethenewandinnovativesolutionemerges.

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Working With Emergence Putsimply,emergenceisthephenomenonofOrderarisingoutofChaos.

Amorenuanceddefinitiongoeslikethis:

Emergenceishigherordercomplexityarisingoutofchaos,inwhichnovel,coherentstructurescoalescethroughinteractionsamongthediverseentitiesofasystem.Emergenceoccurswhentheseinteractionsdisrupt,causingthesystemtodifferentiateandultimatelycoalesceintosomethingnovel.

Participatoryleadershipworkswithemergentchangeprocesses.Theworkisdonenotbytraditional'commandandcontrol'approaches,butby:

Settingclearintentions

Creatinghospitableconditions

Invitingdiversepeopletoconnect

Therearesomecatchestoworkingwithemergence,howeverthatcanbeespeciallychallengingtoleadersintraditionalcultures

Gettingstartedisaleapoffaiththeseedsofmostgreatideasaremisunderstood,dismissedordiscouragedbyothers.

Successcanbeahurdlesinceengagingemergenceinvolvestheunknown,itisrisky.Organisationsareafraidtoproceedwithoutcertainty.

Outcomescanbedifficulttorecognisewhenweencounternovelty,ourfirstimpulseistotrytofititintoourexistingframeofreference.Sometimesseeminglyminorshiftscanchangefundamentalassumptionsabouthowthingswork.Yetyearsmaypassbeforeweappreciatetheimplications.

What'smostimportantisprobablynotonourradarscreenorganisationstendtomeasuretangibleslike'numberofprojectslaunchedandsuccessfullyimplemented'.Butthemostpowerfulfruitsofemergentchangeprocessestendstobeintangibles,liketrustandfriendship.Selforganisingnetworksarisethatcanbecatalysedintoactionifanintentionofsufficientmagnitudearises.

Noteveryonemakesthetripmostofushaveexperiencedsituationsinwhichothershavedivedin,bywe'vechosennottoplay.Arewemissingsomething?Oriseverybodyelsedangerouslyderanged?

Deathorlossisusuallypartofthemixperhapsfearoflossisthebiggestreasonwhyweresistemergence.Fewofuschoosetoexperienceemotionalturmoilifwecanavoidit,soweinventstrategiesthatburytherootcausesofdisturbance,perhapsinadvertentlysettingupasystemtodie.

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ThissectionisadaptedfromEngagingEmergenceturningupheavalintoopportunity,byPeggyHolman.

Practicesforengagingemergence

Stepuptakeresponsibilityforwhatyouloveasanactofservice.Thiswillenhanceyourcapacitytolistenandconnect.

Prepareembracemystery,choosepossibilityandfollowlifeenergy.Thiswillhelpyoutofacewhatevershowsupwithequanimity,ifnotdelight!

Hostfocusintentionsandwelcome.Thesepracticescreatehospitablespacesforworkingwithwhateverarises.Invitediversitytoincreasethelikelihoodofproductiveconnectionsamongpeoplewithdifferentbeliefsandassumptions.

Stepininquireappreciatively(themorepositivetheinquiry,themorelifeaffirmingtheoutcome);opentotheunknown;reflect,nameandharvest.

Iteratechangeisneverending.Letusnotgetlostinourroutines!

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Organising Patterns - Four Organisational Paradigms Over the millennia, human beings have developed many different ways of organisingtogether. Eachnewageof civilizationhas its signature formoforganisation. Oneof thequestions that theArt ofHosting community is continually asking itself is What are theorganisationalconceptsthatwecandeveloptogetherthatareactuallygoodforus,andaregoodforthistime?

Circle

Asnomadswelivedinsmallgroups.Thecirclebecamethemotherofallourorganisationalformshumansstartedsittingincircleassoonastheyinventedfirestositaround.Wetoldstories,held elder councils and solvedproblems in thisway. This form is veryuseful forreflection,storytelling,beingtogether.Purposeisinthecentreitissharedbyall.

Hierarchy(Triangle)

Aswestoppedournomadicwanderingandsettled inoneplace,wedevelopedagriculture.Our communities grew bigger, and the clergy (for ritual) and the warrior or soldier (forprotection) classes emerged. We began to develop hierarchies and organised in levelswhere one person or group of people had power over others. The triangular form ofhierarchyisveryusefulforaction,forgettingthingsdone.Purposeisheldatthetoplevel.

Bureaucracy(Square)

Simplehierarchiesarenotdesignedtodealwithahighdegreeofcomplexity.Theindustrialage brought change and more complexity. Bureaucracy became the predominantorganisational model, specializing horizontally and embracing hierarchy, which controlledvertically. Together theymanagedmuchgreater complexity thaneither coulddoalone..Bureaucracy is fantastic for stability, optimising and maintaining the status quo, and formanaging complex situations to a certain degree. As complexity and speed growsthebureaucracy isnotagileenoughtorespondquickly. Ittypicallymovesslowly inthefaceofchange.Purposeinthebureaucracyisalsoatthetop.

Hierarchy Agricultural Age

Circle/Council - Nomadic Age

Bureaucracy Industrial Age

Networks Information Age

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Networks

Amorerecentorganisationalform(firstdescribed inthe70s)ofnetworksemerged intheinformation/communicationage,asaresponsetoaneedtoorganiseandreorganisequicklyand flexibly. Networks are collections of individuals, circles (small groups) or triangles(hierarchies)nodes that are connected together. Networks can link all types oforganisations. Networksalsoexist insidebureaucracies. Networksusuallygatheraroundashared purpose and are great for relationship, flexibility and innovation, and for gettingthings done fast. The connection is guided by individual purpose harmonising with acollective purpose. The different nodes are connected together because their respectivepurposesneedeachother. Oncetheneed isno longerthere,thenetworkconnectionwillmostoftenlapse.

Source:JessicaLipnerandJeffreyStamps

Whenaneworganisationalformemerges,theolderonesdonotdisappear.Eachformhasbothadvantagesandshortcomingseachisgoodfordifferentthings.

Whenwewanttostartanorganisationourselvesororganisesomething inour lives,whichoneoftheseorganisationalformsdowechoose?Whatwehaveseen intheArtofHostingcommunity isthatweneedtobuildstructuresthatcanuseanyoftheseformsattherighttime.Asneedarises,howareweabletorespondwiththemostusefulorganisationalform?

When something needs to get done, then triangle is great. Whenwe need to stop andreflect,circleisuseful.Whenweneedstabilityanddealwithsomedegreeofcomplexity,itisgoodtohaveabureaucracy.Whenweneedtoinnovate,networksworkbest.Sowhatis

M

Mechanistic Models

Simple

Complex

PaceofChange

Random Slow

Fast Medium

A NEED!

Organic Models

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the next level of organisational form that can hold all of these? The Art of Hostingcommunityisobservingtheemergenceofanewpattern

A Fifth Organisational Paradigm

Thefifthorganisationalpatternisacombinationofthecircleorcouncilforcollectiveclarity,the triangle or project team (hierarchy) for action and the square or bureaucracy foraccountability, structure and stability and the network for rapid sharing of information,Inspirationandlinkingallthepartstogether.

Atthecentre,always,isourpurpose.Typically,acoreteamwillgatherinacirclearoundapurpose,whichwillbebasedonmeetinganeedthatisfeltinourlifecontexts.Aswegatheraroundthecorepurpose,webegintoformrelationshipswithothersinthecirclethat,aswemaptheconnections,starttoshowupasanetwork.Butwhiletheserelationshipscanhelpus allwith our individualwork, they do not necessarily allow us tomanifest our sharedpurposeintheworld,whichwilltypicallyinvolvemakingthingshappen.Thefirststepmightbetodevelopactionstosustainthecoreteam. So individualmemberstakeresponsibilityfordifferentaspectslikeorganisingmeetingsorraisingfundsothermembersstepupinasupportroleandthis leadstotheformationoftriangles(e.g.projectteams). Thetriangleswillbedictatedbythecentralpurpose.Hierarchyformsinresponsetoacollectivepurpose.

Oncethecoreteamissustainable,thenextstepistypicallytoopenuptheconversationtothewidercommunity that feels theneed tobepartof theendeavourandthatinformsthepurpose at the centre of our circle. A trianglefrom the core teammight then get together tocalla largerscaleassembly,whichmightbecomeacircleofsupporters for the largerproject. Theinnercircleisreachingouttothenextlevel,whichwill in turn reach out to a wider community,creating concentric circles rippling out into oursociety, each circle connected to the others bytriangles animating action informed by the core

purpose.The pattern of core purpose, circles, triangles and networks repeats again and again.Another typical finding is that as the core team goes out into the community and theconversation expands, the core purpose is informed by a broader perspective and isadjustedaccordinglytoaccommodatethenextlevelofscaleandaction.

Itisimportanttounderstandthatwhatwearedescribinghereisnotadeliberatelydesignedmodel,butapatternthathasemergednaturallyandspontaneouslythroughouttheglobalhostingcommunityaswehavecollectivelydevelopedourworkofhostingineverlargerandmorecomplexadaptivesystems.

Example of the fifth paradigm: the Food And Society Conference organised by the Kellogg Foundation in the USA

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CORE METHODS Thefollowingpageswillgiveashortintroductiontosomeofthecoremethodologiesthataregoodpractice inparticipatory leadership. Theyaredesigned toengageagroupofpeople(largeorsmall)instrategicconversations,whereourcollectivewisdomandintelligencecanbeengagedinserviceoffindingthebestsolutionsforacommonpurpose.

Thereare somebasicprinciplesorqualities thatarecommon toall thesemethodologies,e.g.

They offer a simple structure that helps to engage small or large groups inconversationsthatcanleadtoresults.

Theyeachhavetheirspecialadvantagesandlimitations.

Theyareusuallybasedondialogue,with intentionalspeaking (speakingwhenyoureally have something to say) and attentive listening (listening to understand) asbasicpractices,allowingus togoonanexplorationanddiscovery together, ratherthantryingtoconvinceeachotherofourownpresenttruths.

Suspendingassumptions isabasicpractice. Itallowsus to listenwithoutbias (orwithlessbias)andtoexamineourownpresenttruths.

Circle is thebasicorganisational form,whetherusedas theonly form (e.g. circlepractice) or used as many smaller conversation circles, woven into a biggerconversation,(e.g.WorldCaf,OpenSpace)

Meetinginacircleisameetingofequals.Generallyallthesemethodologiesinspirepeertopeerdiscoveryandlearning.

Inquiry or powerful questions are a driving force. Answers tend to close aconversationwhileinquirykeepstheconversationgoingdeeper.

Thepurposeof all this is to thinkwell together, that is to engage the collectiveintelligenceforbettersolutions.

Facilitating these engagements or conversations is more like stewarding orhosting,allowingthesolutionstoemergefromthewisdominthemiddle.Hostingwellrequiresacertainproficiency in the fourfoldpracticeof:beingpresent in themoment to what is happening, engaging in conversations with others, hostingconversationsandcocreatingorcohostingwithothers.

Thereareanumberofconditionsthatneedtobe inplaceforengagementtoworkwell. Anyengagementorstrategicconversationneeds tobebased ina realneedandhastohaveaclearpurpose. Anygivensorboundaryconditionsneedtobeclearaheadoftime. Youmayalsohavedefinedsuccesscriteriaorhavean ideaoftheoutcomeeveniftheconcretesolutionswillemergefromtheconversations(seealsothesectionondesign)

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The Circle Practice

Thecircle,orcouncil,isanancientformofmeetingthathasgatheredhumanbeingsintorespectfulconversationforthousandsofyears.Thecirclehasservedasthefoundationformanycultures.

Whattransformsameetingintoacircleisthewillingnessofpeopletoshiftfrominformalsocialisingoropinionateddiscussionintoareceptiveattitudeofthoughtfulspeakinganddeeplisteningandtoembodyandpracticethestructuresoutlinedhere.

Whatiscirclegoodfor?

Oneofthebeautifulthingsaboutcircle is itsadaptabilitytoavarietyofgroups, issues,andtimeframes.Circlecanbetheprocessusedforthedurationofagathering,particularlyifthegroupisrelativelysmallandtimefordeepreflectionisaprimaryaim.Circlecanalsobeusedas ameans for checking in and checking out or away ofmaking decisions together,particularlydecisionsbasedonconsensus.Becreativewithcircleandbereadyforthedeepwisdomitcanuncover!

Thecomponentsofthecircle

Intention WelcomeStartpoint CentreandCheckin/Greeting Agreements ThreePrinciplesandThreePractices Guardianofprocess CheckoutandFarewell Tendtothewellbeingofthegroupremainingawareoftheimpactofourcontributions

INTENTIONIntentionshapesthecircleanddetermineswhowillcome,howlongthecirclewillmeet,andwhatkindsofoutcomesaretobeexpected.Thecallerofthecirclespendstimearticulatingintentionandinvitation.Additionally,thecentreofacircleusuallyholdsafocusthatcanbesupportedbyplacingthequestioninthecentreorobjectsthatrepresenttheintentionofthecircle.

WELCOMEORSTARTPOINTOncepeoplehavegathered,itishelpfulforthehost,oravolunteerparticipant,tobeginthecirclewithagesturethatshiftspeople'sattentionfromsocialspacetocouncilspace.Thisgestureofwelcomemaybeamomentofsilence,readingapoem,orlisteningtoasongwhateverinvitescentering.ESTABLISHINGTHECENTERThecentreofacircleislikethehubofawheel:allenergiespassthroughit,anditholdsthe

Resource:www.peerspirit.com

ThishandoutisagiftfromPeerSpirit,Inc.

aneducationalcompanydevotedtolifeandleadership

throughCircle,QuestandStory.Foundedin1994,PeerSpirithastaughtcircleprocessintheUS,

Canada,EuropeandAfrica.Itisaconsortium

consistingofChristinaBaldwin,

AnnLinneaandteachingcolleagues

withareasofexpertiseinhealth

careadministration,religious/church

administrationandcongregational

health,education,nonprofitboards,

environmentalandcommunityrevisioning

Formoreinformation:

http://www.peerspirit.com/downloadabl

egifts.html

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P a g e | 35

rimtogether.Tohelppeoplerememberhowthehubhelpsthegroup,thecentreofacircleusuallyholdsobjectsthatrepresenttheintentionofthecircle.Anysymbolthatfitsthispurposeoraddsbeautywillserve:flowers,abowlorbasket,acandle.CHECKIN/GREETINGCheckinhelpspeopleintoaframeofmindforcouncilandremindseveryoneoftheircommitmenttotheexpressedintention.Itinsuresthatpeoplearetrulypresent.Verbalsharing,especiallyabriefstory,weavestheinterpersonalnet.Checkinusuallystartswithavolunteerandproceedsaroundthecircle.Ifanindividualisnotreadytospeak,theturnispassedandanotheropportunityisofferedafterothershavespoken.Sometimespeopleplaceindividualobjectsinthecentreasawayofsignifyingtheirpresenceandrelationshiptotheintention.

SETTINGCIRCLEAGREEMENTS:Theuseofagreementsallowsallmemberstohaveafreeandprofoundexchange,torespectadiversityofviews,andtoshareresponsibilityforthewellbeinganddirectionofthegroup.Agreementsoftenusedinclude: Wewillholdstoriesorpersonalmaterialinconfidentiality. Welistentoeachotherwithcompassionandcuriosity. Weaskforwhatweneedandofferwhatwecan. Weagreetoemployagroupguardiantowatchourneed,timing,andenergy.Weagreetopause

atasignal,andtocallforthatsignalwhenwefeeltheneedtopause.THREEPRINCIPLES:Thecircleisanallleadergroup.1. Leadershiprotatesamongallcirclemembers.2. Responsibilityissharedforthequalityofexperience.3. Relianceisonwholeness,ratherthanonanypersonalagenda.

THREEPRACTICES1. Tospeakwithintention:notingwhathasrelevancetotheconversationinthemoment.2. Tolistenwithattention:respectfulofthelearningprocessforallmembersofthegroup.3. Totendthewellbeingofthecircle:remainingawareoftheimpactofourcontributions.

FORMSOFCOUNCIL:Thecirclecommonlyusesthreeformsofcouncil:talkingpiece,conversationandreflection.Talkingpiececouncilisoftenusedaspartofcheckin,checkout,andwheneverthereisadesiretoslowdowntheconversation,collectallvoicesandcontributions,andbeabletospeakwithoutinterruption.Conversationcouncilisoftenusedwhenreaction,interaction,andaninterjectionofnewideas,thoughtsandopinionsareneeded.Reflection,orSilentcouncilgiveseachmembertimeandspacetoreflectonwhatisoccurring,orneedstooccur,inthecourseofameeting.Silencemaybecalledsothateachpersoncanconsidertheroleorimpacttheyarehavingonthegroup,ortohelpthegrouprealignwiththeirintention,ortositwithaquestionuntilthereisclarity.

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Appreciative Inquiry

AppreciativeInquiryisastrategyforintentionalchangethatidentifiesthebestofwhatistopursue dreams and possibilities of what could be; a cooperative search for strengths,passionsandlifegivingforcesthatarefoundwithineverysystemandthatholdpotentialforinspired,positivechange.(Cooperrider&Srivastva,1987)

Assumptions

Ineverycommunitysomethingworks Whatwefocusonbecomesourreality Realityiscreatedinthemomentthereismorethanonereality Theactofaskingquestionsinfluencesthecommunityinsomeway Peoplehavemoreconfidenceandcomforttojourneyintothefuturewhentheycarry

forwardpartsofthepast Ifwecarryforwardpartsofthepast,theyshouldbewhatisbest Itisimportanttovaluedifferences Thelanguageweusecreatesourreality

WhatisAppreciativeInquirygoodfor?

Appreciative Inquiry isusefulwhenadifferentperspective isneeded,orwhenwewish tobeginanewprocess froma fresh,positivevantagepoint. Itcanhelpmoveagroupthat isstuckinwhatistowardwhatcouldbe.AppreciativeInquirycanbeusedwithindividuals,partners,smallgroups,orlargeorganisations.

ProblemSolving

AppreciativeInquiry

FeltNeedidentificationoftheproblem AppreciatingandvaluingthebestofwhatisAnalysisofcauses EnvisioningwhatmightbeAnalysisofpossiblesolutions

DialoguingWhatshouldbeInnovatingWhatwillbe

Basicassumption:anorganisationisaproblemtobesolved.

Basicassumption:anorganisationisamysterytobeembraced.

Resource:http://appreciativei

nquiry.case.edu/

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GeneralflowofanAppreciativeInquiryprocess:

Appreciativeinquirycanbedoneasalongerstructuredprocessgoingthrough5phasesof:

Definition: Surfacingthefocusforinquiringappreciatively.Discovery: Identifyingorganisationalprocessesthatworkwell.Dream: Envisioningprocessesthatwouldworkwellinthefuture.Design: Planningandprioritisingthoseprocesses.Delivery: Implementingtheproposeddesign.

The basic idea is tobuild organisationsaround what works,ratherthantryingtofixwhatdoesn't.

At the centre is apositive topicchoicehowweaskeven the firstquestion containsthe seedsof changewe are looking toenact.

Appreciative Inquirycanalsobeusedasawayofopeningameetingorconversationby identifyingwhatalreadyworks.Whatdoyouvaluemostaboutyourself,workandorganisation?

WhatisAppreciativeInquiryGoodFor?

Appreciative Inquiry isusefulwhenadifferentperspective isneeded,orwhenwewish tobeginanewprocessfromafresh,positivevantagepoint. Itcanhelpmoveagroupthat isstuckinwhatistowardwhatcouldbe.AppreciativeInquirycanbeusedwithindividuals,partners,smallgroups,orlargeorganisations.

MaterialsNeeded:

Varies depending on how the methodology is used. For more information:http://appreciativeinquiry.case.edu/

Definition Topic Choice

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The World Caf

TheWorldCaf isamethod forcreatinga livingnetworkofcollaborativedialoguearoundquestionsthatmatter inreal lifesituations. It isaprovocativemetaphor.Aswecreateourlives, our organisations, and our communities, we are, in effect, moving among tableconversationsattheWorldCaf.(FromTheWorldCafResourceGuide)

OperatingPrinciplesofWorldCafe:

Createhospitablespace Explorequestionsthat

matter Encourageeachpersons

contribution Connectdiversepeople

andideas Listentogetherfor

patterns,insightsanddeeperquestions

Makecollectiveknowledgevisible

AssumptionsofWorldCafe:

Theknowledgeandwisdomweneedispresentandaccessible.

Collectiveinsightevolvesfromhonouringuniquecontributions;connectingideas;listeningintothemiddle;noticingdeeperthemesandquestions.

Theintelligenceemergesasthesystemconnectstoitselfindiverseandcreativeways.

Resource:www.theworldcafe

.com

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GeneralFlowofaWorldCaf:

Seat45peopleatcafstyletablesorinconversationclusters. Set up progressive rounds of conversation, usually of 2030 minutes eachhave

somegoodquestions! Askonepersontostayatthetableasahostandinvitetheothertablemembersto

movetoothertablesasambassadorsofideasandinsights Askthetablehosttosharekey insights,questions,and ideasbrieflywithnewtable

members,thenletfolksmovethroughtheroundsofquestions. Afteryouvemovedthroughtherounds,allowsometimeforawholegroupharvest

oftheconversations.

WhatisWorldCafGoodFor?

WorldCaf isagreatwayof fostering interactionanddialoguewithboth largeand smallgroups. It is particularly effective in surfacing the collective wisdom of large groups ofdiversepeople. The caf format isvery flexibleandadapts tomanydifferentpurposesinformationsharing,relationshipbuilding,deepreflectionexplorationandactionplanning.

Whenplanningacaf,makesuretoleaveampletimeforbothmovingthroughtheroundsofquestions(likelytotakelongerthanyouthink!)andsometypeofwholegroupharvest.

MaterialsNeeded:

Smalltables(3642),preferablyround Chairsforparticipantsandpresenters Tablecloths Flipchartpaperorpaperplacematsforcoveringthetables Markers Flipchartorlargepaperforharvestingcollectiveknowledgeorinsights Posters/tabletentsshowingtheCafEtiquette Materialsforharvesting

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Scribes capturewhat is said and draw themindmap, either on a bigmindmap or on ascreen.

In thevotingprocesseveryonegetsa certainnumberofvotes toplaceon the themesorissuestheybelievearemostcrucial.

The Pro Action Caf

The Pro Action Caf is a space for creative and action oriented conversation whereparticipants are invited tobring their call,project, ideas,questionsorwhatever they feelcalledbyandneedhelptomanifestintheworld.

TheconceptofProActionCafisablendof'WorldCaf'and'OpenSpace'technologies.ItwasfirstconceivedbyRainervonLeoprechtingandRiaBaeckinBrussels,Belgium.

WhatisProActionCafGoodFor?

Asaconversationalprocess,theProActionCafisacollective,innovativeyetsimplemethodologyforhostingconversationsaboutcalls,questionsandprojectsthatmattertothepeoplethatattend.Theseconversationslinkandbuildoneachotheraspeoplemovebetweencaftables,crosspollinateideas,andoffereachothernewinsightsintothequestionsorissuesthataremostimportantintheirlife,work,organisationorcommunity.

Asaprocess, theProActionCafcanevokeandmakevisible thecollective intelligenceofanygroup,thusincreasingpeoplescapacityforeffectiveactioninpursuitofgoodwork.ProActionCafcanbeusedwithanetworkofpeopleand/orasamethodology fora specificgroup, organisation or community to engage in creative and inspirational conversationleadingtowiserandmorecollectivelyinformedactions.

ProAction Caf is also a growing global community of people, groups, organizations andnetworksthatpracticethisconversationalformat.

GeneralFlowofaProActionCaf:

Startwith aquick checkin circle to connect to thepurposeof the sessionandwitheachother.Ifcheckinhasalreadytakenplaceaspartofalongerprocess,gostraighttobuildingtheagenda.

Youneed2 to3hours foragoodProActionCaf. Inviteparticipantsstep forwardwiththeircallandinthatwayaskthecommunityforthehelpyouneedtomoveyourprojectintoaction.Peoplewithacallstandup,speakitandwriteitontheagendathatcorrespondstoanumberedcaftable,otherparticipantsareinvitedtomovearoundandengagearoundthethemesproposedbyothers.

Dividingthenumberofparticipantsby4givesthenumberofcallerswithprojectsthatcanbeworked.Forexample,with40peopleyoucanhavemaximum10callerseachwithaproject.

MoreInfoon:http://sites.google.com/a/proaction.eu/proactioncaf/howtobecomeahost/hostingkit,

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Theprincipleisfirstcomefirstserved.Ifyouhavefewercallersaddchairstocaftablesbutnomorethan5ateachtable.Duringthisprocesseachcontributingparticipant(thosewhodonotstepforward)getstosupport3ofthedifferentprojects.

Whentheagendahasbeencreated, invitethecallerstogototheirnumberedcaftables.Therewillbe3roundsof20to30minuteconversationsincafstyle,eachguidedbyafewgenericquestionstohelpdeepenandfocustheconversations:

Round1:

Whatisthequestbehindthecall/question/project?todeepentheneedandpurposeofthecall.Diggingunderthesurfaceofwhatweknowalready.

Round2:

What is missing? when the quest has beendeepened,adiscoverqu