About Kathy Jourdain

Kathy Jourdain is a leading developer of Worldview IntelligenceTM consulting, curriculum development and training offerings as well as a steward and practitioner of the Art of Hosting Conversations That Matter. This has her traveling internationally working mostly in Canada, Brazil, France and the United States. In 2009, she launched Shape Shift Strategies Inc. for her consulting practice and in 2014, Cimarron Global with American and Australian colleagues. She is an author and keynote speaker. Her first book, Embracing the Stranger in Me: A Journey to Openheartedness has been hailed as an inspirational, deeply authentic sharing of the journey that has contributed to who she is today. She is co-writing books on complexity and worldview with her business partners, Jerry Nagel and Stephen Duns.

Hosting Conversations in Challenging Times: Moving From Difference to Understanding

well informed or sane comicEach day, watching the news, social media feeds or just being out in public, we are bombarded by polarized and polarizing points of view. Whether it is election campaigns (like in the US right now), the refugee crisis, climate change, environmentalism, terrorism or race and racism, deep divides are apparent in many places all over the world. There are more profound business, social and humanitarian issues and challenges that have our attention every day. Oppositional views seem to be more entrenched, more vocal and less open to exploring alternative perspectives.

As the world around us grows increasingly fragmented, it is growing more difficult to sort through all the clamour to get to the heart of what is truly important, to make progress on issues that matter. What we see, hear and experience can cause us to pause, to think (or worry) deeply about the impact, internally and externally, to us, our organizations, our communities and our social systems.

With the intensity of the challenges in front of us, we can be hesitant or unwilling to tackle issues head on for fear that, even in beginning, things could bog down or stall into inaction. We live and work in a time when there is increasing urgency around our societal and economic issues and it is more important than ever for us to know how to be in conversations on issues that challenge us, that we don’t always know how to begin, even when we are skilled at it.

In preparation for Hosting Conversations in Challenging Times: Moving From Difference to Understanding, in the Twin Cities in May 2016, Bob-e Simpson-Epps, Dave Ellis, Jerry Nagel and I have been in many conversations about what has our attention, about what threads we want to bring into this Art of Hosting training and about our own learning edges as we imagine the conversations. Conversations that open up space, invite diverse perspectives or worldviews and move us from fragmentation to connection, from reaction to wise action, to be in the space of honest, authentic dialogue with one another that is not limited by fear or anxiety, to bring compassion and curiosity to discovering new ways to be and act with each other.

How do we prepare ourselves to be in these conversations, to host and hold the space for others to also enter genuinely? What, we wondered, can we specifically offer ourselves and others in consideration of engaging the challenging conversations in our environments? And, of course, we realized that among the many patterns, practices and frameworks available to us is the foundational Four Fold Practice.

The Four Fold Practice

four-fold-practiceThis pattern contains four practices that fold onto and into each other. For a simple pattern it contains much wisdom.

The first practice is to be present and this is fundamental to all the others. This is often referred to this as “hosting self”. This is the concept of know thyself. Know what keeps you grounded, know what gives you joy, know what triggers you, know what activates the “itty-bitty-shitty” committee that sits on your shoulder. Be prepared to bring curiosity and compassion to this exploration. Curiosity and judgment cannot exist in the same space. Develop the practices that help you stay grounded – meditation, running, reflection, journaling, sitting with a cup of tea, yoga, time with family. The list of possible practices is as long as your imagination and you probably already use quite a few. Practices that help you be mindful, help you be aware. As the Aikido master Morihei Ueshiba said when asked how he stays so grounded all the time, “I am taken off my center 1000 times a day but I know how to recover quickly.” It is very difficult to host another person or a conversation, if you do not know how to host yourself.

The second practice is practice conversation. It is the willingness to surrender into being hosted in addition to hosting another. It is to bring deep listening, listening with the intent to hear and understand. When we change the quality of the listening we change the quality of the conversation. It is with our most trusted friends and colleagues that we can begin the conversations on subjects that challenge us the most, to be ready to hear different perspectives, to be ready to acknowledge that another person may have had a very different experience with the exact same situation. To be curious about the other person and about ourselves. These are the kinds of conversations Dave, Bob-e, Jerry and I are often in.

The third practice is hosting conversations, to “contribute”. This is developing meeting design, hosting process, creating the conditions for good engagement and good outcomes, usually in a co-creative, collaborative process. This is where we understand we do not host alone, that there is value, significance and richness to co-hosting. This is especially true in challenging contexts. Different hosts pick up on different cues in a room. Participants respond and connect differently to different hosts. If one host is triggered – or triggers something or someone – than another host can hold that space in a far more resourceful capacity. How do we create and support processes that enables us to host challenging spaces really well?

The fourth practice is “co-creation”, to work collaboratively with others, to learn with and from each other. This has been some of the richest learning in this team that has enabled us to develop deep bonds of friendship since we all first met in 2012 at an AoH training Jerry and I were co-hosting.

It is by meeting ourselves and turning to each other that we find the strength, courage and humility to meet the greatest challenges of our times.

What If Schools Are Communities That Learn?

OLYMPUS DIGITAL CAMERA

What if schools are communities that learn and not just places where content is delivered to students? What if school systems could truly draw on the wealth of wisdom and intelligence it has access to through all its students and staff as collaborators? What if we didn’t just use the word collaboration but lived it till it meets its full potential?

This is an inquiry Mike Ritzius and Rich Wilson have been in, not just recently with the New Jersey Education Association (NJEA), but in one form or another over the course of their varied careers.

Attending an Art of Hosting Conversations that Matter training in Minnesota in March 2015 not only helped them, each in their own way, make sense of bits and pieces of practices and fragments of things that had shown up over time, but also gave them more options and greater vision for what is possible.

Rich Wilson

Rich Wilson, Associate Director of Professional Development, NJEA

Rich says he has been practicing “advocacy” for 30 years. “For twelve of those years,” he shared, “I lived in an impoverished community and became involved in community organizing around education issues, working with college students and volunteer tutors. This eventually took me into the political sphere supporting community leaders as they moved into political office.”

“For the last 15 years I’ve been working with the LGBT community to create safe spaces for students and teachers.”  Rich is now Associate Director of Professional Development at NJEA and in the last couple of years has been focused on teacher evaluation, a topic with many points of view, some of them divisive. He works in partnership with Mike , which is how he became aware of EdCamp, a derivative of Open Space Technology.  He and Mike had been monitoring the AoH website looking for opportunities for a training when they saw the Minnesota offering. He took it to his Director who said, “I’m not sure the organization is ready for this but trust you enough that if you think it is valuable you should go.”

Mike Ritzius

Mike Ritzius, Associate Director of Professional Development at NJEA

Mike’s journey into education came from a very different background. He said, “I’ve backed my way into every chapter of my life. I am a molecular biologist.  The lab I worked for had to do some teaching in mid-school and I got tasked with it. Turns out, I liked teaching better than research.”  He certified as a teacher in 2000 and started working with students with special needs. “It was different for me. I was frustrated with the way teaching happened, so I ran for my local office and won.” That began a change-making journey.

Mike encountered Open Space Technology at a technical conference called Bar Camp and fell in love with it. From there, Ed Camp was created. The first event was in Philadelphia with 100 people. It is now 500,000 strong across the globe. The Bill Gates Foundation gave $2 million to the charitable foundation that runs Ed Camp.

Two years ago, Mike took on the position of associate director. His focus was on professional learning as well as teacher evaluation. “I loved Ed Camp and it was hard for me to reconcile how it, or processes like it, would be useful in the classroom,” he said.

During our interview for this post, Rich and Mike gave quite a few examples of where and how, internally and externally, Art of Hosting patterns, practices and methods have been used and they will be the subject of a couple more posts. They include experiencing the Chaordic Stepping Stones for planning for the Division, bringing World Café and Open Space to a meeting of Union Executives in the District Office, using Levels of Listening and Talking (from Theory U), offering engagement processes for a group of teachers and parents known as HOPE (Helping Out Public Education) to use across the State, for mobilization in the 2016 election and on the controversial topic of evaluation.

Philly Invitation headerAnd it has inspired both of them to be on the calling team for an Art of Hosting offering in Philadelphia in February 2016 called The Art of Collaborative Leadership: Leading Together in Complex Times. The calling question is: How could conversations of possibility shift your work? This is a question they have seen manifest in remarkable ways in their work.

What surprised them the most since bringing more collaborative and engagement practices their work?

For Rich it is, “How quickly other people have embraced the processes. Four more people went to a different AoH training. Others have done their homework and come to talk to us. I am surprised at people’s creativity, where they are using the practices, the questions people are asking, the interest that has been sparked. The ‘coalition of the willing’ keeps growing. It is affirming.”

And Mike came to the question from a different perspective. “The effect it has had on me. I look at things from a very different perspective now and it’s evolving fast. I am more intentional with the way I say and do things and in analyzing my own actions.”

What’s the hardest part? “Trusting the process and not second guessing things,” Rich reflected.  “Fortunately, having experienced the training together, Mike and I support each other in bringing new processes.  I am not feeling that I have to control every little thing.  What needs to happen is what is going to happen.”

“I agree with Rich,” said Mike. “We work with not bringing an agenda every time – to bring process rather than content. This is tough when you are employed as the expert and people want us to show up and tell them what to do rather than engage their own wisdom and knowledge.”

What is their greatest hope arising from their experience with these patterns and practices?

“I’d like to see a few more people feel like they have more voice,” said Mike. “To know they can contribute, bring their ideas forward and build a better community together. Schools are communities, not just about content delivery and it would be great to get away from the notion of ‘hero educators’. All voices have value and are valued.”

Rich agreed. “All people in schools count. This could be the beginning of an examination of what schools should be and they should work. If we get more people beginning to talk about it, we can leverage it into change. Where we don’t just use the word collaboration but it reaches its full potential and we are using hosting practices to bring it about.”

What if schools are communities and not just places where content gets delivered? What if school systems could truly draw on the wealth of wisdom and intelligence it has access to through all its collaborators? What if we didn’t just use the word collaboration but lived it till it meets its full potential?

Stealth Hosting

Inevitably in an Art of Hosting training someone will ask about how to bring AoH patterns and practices to a group or organization that is not familiar with AoH and may not be ready to receive them with open arms. When we say, “That is when you use ‘stealth hosting’”, people laugh and the room lights up.

IMG_0824

Jerry Nagel and I, and colleagues we co-host with regularly, almost always start an AoH training with PeerSpirit circle practice. It sets the tone for the whole training. While most people love entering this space, find the opening practices thoughtful and calm, slowing the frenetic pace many are caught up in, inviting people to take a breath, to show up in the fullness of who they are, the thought of bringing it to their organization, understandably, gives them pause.

Art of Hosting uses language that is not a part of the organizational cultures many people work in, that is not familiar and can sound strange. Hosting. Harvesting. Container. Collective intelligence. Not to mention World Café, Open Space or Circle Practice. Then there is the use of a talking piece and a bell.

The use of language is purposeful and, we are really clear, it is not necessarily the use of language that allows these practices to be successful. It is the intention with which we bring them. We might never use the terminology of AoH with a client as we are not interested in promoting any particular practice as much as we are interested in meeting the needs and outcomes of the work we have identified with the client. When we talk to the client about the outcomes, we can often offer them a range of ways to get to outcomes. They can be quite receptive when they see the link to what it is they want done.

world cafe Fredericton 2013Many participants in a training see the possibility of starting to bring AoH practices using check-ins and check-outs, but the idea of naming circle practice or bringing a talking piece feels intimidating and risky – and we get that. We offer there is no need to name circle practice and you can use or not use a talking piece, but you do need a good question. We suggest not using the same question all the time as it can grow stale and in anticipation of the same question people can tune out. If you tune the question into the purpose of the meeting it is useful and can be a great place to start.

If you do use a talking piece, then using something that is either playful and fun or related to the organization is a great place to begin. This can be done in a light hearted but intentional manner. You can preface it by saying, “We are all here physically but sometimes it takes a few minutes to bring our attention to the topic at hand. Today we want to try something a little different, to begin with a check in to help us do that, to bring our full attention to the task at hand.” We might say at an AoH training that we want you to bring the fullness of your humanity. That might not work in your team, but turning our attention more fully to the task at hand might get better mileage.

If you want to use a talking piece you can introduce it quite simply. “Just to make sure we all have a moment to collect our thoughts and speak without interruption, let’s use a talking piece. When you have it, it is your turn to talk. When you don’t have it, it is your turn to listen. We’ll send it around the room until we have all had a chance to speak.” Get people’s permission and it will feel less impositional. Often we are sitting at a table rather than in a circle of chairs and there is nothing wrong with that.

If using a talking piece feels too risky or strange, you can simply say, “It would be good to hear everyone’s voice here before we begin, so let’s go around the table one at a time to answer our question.” The key is to re-enforce and honour the practice. If people continue to talk all over each other, then it can defeat the purpose. But if you can interject gently or humourously, you can bring things back on track. It is not to control what is happening, but it is to invite a flow that achieves the objectives you have for the practice. There is clear research that the sooner people are invited to speak in a meeting, the greater the likelihood they will continue to contribute. If this doesn’t happen, there is a greater chance the dominant voices will, well, dominate.

While it might seem strange at first, invariably your meeting participants will notice that the meeting has a different quality to it than when they jump right into item 1 on the agenda. Before long, people are often asking to begin with a check in. The same with a check out. It doesn’t have to be long and it can seal the meeting before everyone wanders off to the next meeting on their schedule.

For other methodologies you might want to use, you can strategize good ways to bring them into practice. From our own experience working with clients, we match outcomes to methods. If a client wants to connect people, allow them lots of opportunity to talk with each and get to common themes and patterns on a particular topic, then World Café could be a good option. If they want to engage people in ideas, get commitment to initiatives or get to issues and opportunities you don’t know exist, Open Space allows participants to create their own agenda and follow their passion to the ideas that have the most energy for them. In teams and organziations we’ve worked with that are experiencing a lot of tension and want to resolve it in a healthy way, circle is a good practice.

Purpose imageIt is not absolute what to use when, but when you are clear on the purpose you are working towards, and have an understanding of the way the methods work, selection becomes easier. In your organization, as you get clarity on outcomes, you could offer out ideas. “We’ve never tried this before but I have experienced (method) and it was a really great way to do (whatever it is you want to do).”

I once did a World Café with a window installations company with the whole staff including the installers. The purpose was to identify the biggest irritants in the work environment and causes of delays in their ability to get installations done in a timely fashion. We didn’t call it a World Café and they certainly didn’t need 20 minutes per round of conversation but we did have small groups and we did mix them up between rounds, using questions that got us to our end objective, which was their list of priorities to be addressed in that year by the company leadership.

If beginning with your own team is fraught with anxiety, find another environment to test out and experiment, to grow your skill with new patterns and practices. Work with another department or in a voluntary capacity. And, there are good reasons we say, don’t work alone. It is always easier to share the risk, plus we are more creative, when we work with other people. And, we have each other’s backs. You can make it fun and stay tuned into outcomes. The more you try it, the more success you have, the more you will trust the methodologies to deliver.

Look for success stories to share with your team or your boss or whoever it is that might need to approve a new way of moving forward. We are capturing a few under the category of Art of Hosting Works here on the Shape Shift blog – small inspirational-you-can-do-it-anywhere examples to long-term projects.

The language we choose with Art of Hosting is intentional. It signals a different approach, a different way of thinking about and doing things. However, if we become attached to the language, we risk losing the intention of what we are doing – bringing people together in different ways, to engage them more fully, hear them more clearly and find connections, inspiration and ideas that might not have existed before.

Take some care. Stealth host any opportunity you get. And we would love to hear and share your success stories too.

A Decade of More People “Stepping Up”, Engaging in Nova Scotia

Stepping Up

Stepping Up Conference – 2015

On January 11, 2005 (what later become fondly known as J21 within Envision Halifax), I walked into a day long community gathering hosted by Envision Halifax, along with more than 100 other people, at St. Matthew’s Church Hall on Barrington Street, and my life and the way I work were forever changed. And, more than that, a movement began, sparked by a mission to “ignite a culture of civic engagement”.

DSC00377

A visual depicting the Envision Halifax Leadership Journey – 2007 – which used Theory U as the journey and Art of Hosting as the “operating system”.

I had cause to think of that moment earlier this week when I walked into the new public library in Halifax for the Stepping Up Conference (#StepUpNS) hosted by Engage Nova Scotia, along with more than 350 other people in Halifax, even more gathered at 10 other locations in the province with an additional 500 or more people at their own computer screens following the live streaming.

A decade ago it was Envision Halifax. Something new and meaningful was sparked. Then a sabbatical to check back in with need, purpose and approach, some work in the background and the emergence of Engage Nova Scotia as a next iteration ~ different, stronger and with greater reach.

Danny Graham and Kathy Jourdain at an Envision Halifax public gathering where project teams shared what they were working on in that year (2007).

Danny Graham and Kathy Jourdain at an Envision Halifax public gathering where project teams shared what they were working on in that year (2007).

During the Envision days, Danny Graham and I had a chat about whether we were just “preaching to the choir” as many liked to say or was it something more? Maybe it was preaching to the choir, but I wondered then and I wonder now, is that so bad? Is that not a good starting place? I thought about this because I overheard someone remark at the Stepping Up conference that “we are only preaching to the converted”, since that is who shows up. That may be. But something happened over a decade to grow the number of “converted” in this province by at least 15 fold and probably more.

I was honoured to facilitate the group conversation focused on a new attitude. There were many gems of wisdom in that conversation including: expand your own bubble and do more of what you can, ignore naysayers and time how long it can take you to shift a negative conversation into a positive one. These gems are reflective of “new attitudes” sparking all over the province as individuals recognize their own circles of influence and focus their attention on what they can do and impact.

What struck me in a deep and meaningful way, reflecting over a decade is – more. More people in Nova Scotia are paying attention. More people are asking questions. More people are longing for a future that looks different than the past. More people are Stepping Up. And that is a very exciting ongoing evolution over just one short decade of quiet but growing change in and across our beautiful little province.

A decade ago and this week (and in many other places and times in between), Danny quoted a favourite poem of his:

If you always believe what you have always believed,
You will always feel the way you always felt.
If you always feel the way you always felt,
You will always think the way you always thought.
If you always think the way you always thought,
You will always do what you’ve always done.
If you always do what you have always done,
You will always get what you have always gotten.
If there is no change there is no change

Well, in Nova Scotia, if you stop a moment to reflect, it is clear that beliefs, feelings, thoughts and actions are changing. Thank you Nova Scotia, thank you Engage and thank you to everyone who played, and continues to play, a role in changing the future in the place I am delighted to call home.

Itasca County, MN – Art of Hosting Works – Background, Application and Impact

In just over one year, community citizens of Itasca County, who were not familiar with the term Art of Hosting Conversations that Matter, went from showing up at the first three day training in November 2013 with a healthy mix of curiosity and scepticism, to hosting a one day community wide conversation at the first ever Grand Gathering of Itasca County just one year later that attracted over 85 people who engaged in 50+ conversations that mattered over a five hour period.

IMG_0986

How does a community do this? By being passionate about influencing their future and believing it is possible. Support from the Blandin Foundation, (and thanks to the vision initially held by Bernadine Joselyn) made it possible for Jerry Nagel of the Meadowlark Institute and Kathy Jourdain of Shape Shift Strategies Inc. to offer (with other AoH practitioners) five three day Art of Hosting trainings, two Community World Cafes, one Grand Gathering using Open Space Technology and nine days of Advanced (or more in-depth) Training on specific topics. The Community Cafes and Grand Gathering were brain childs of participants in the trainings who stepped up to community engagement and hosting in beautiful and collaborative ways.

Participants understand that good community conversations on important issues offer everyone who shows up the opportunity to speak openly and without fear, to be listened to authentically and respectfully, and to leave feeling an ownership in the outcomes of their conversations. Community or civic engagement is also about accountability and commitment, a request not only to show up but to engage. This is happening in Itasca County in abundance now.

A report on the background, application and impact was compiled for the Blandin Foundation to show the value of the investment made in this series of program offerings for the community and you can access it here: Blandin Harvest 2013-15. (It might take awhile to download as it is full of pictures and stories that Highlight AoH in Action.)

Because Blandin supported this initiative, it made it possible for diverse cross sections of the community to participate – including artists, teachers, business people, not-for-profit staff, government staff from the county commission, natural resources, corrections and more, people from the Leech Lake Nation, people in transition, volunteers and more to participate. People met new friends and brought a variety of worldview perspectives into the room, where people “met” each other in the most interesting and sometimes unexpected places because they brought their curiosity to the conversations.

The stories of impact are still being collected. It is the stories that bring alive what is possible. The stories convey both subtle and large examples of bringing the practices to life. The last set of deeper dive trainings is happening in August 2015 and the programs are filling fast with previous participants, many of whom are planning to bring more people with them.

Itasca County is a beautiful example of the ripple effect that emerges as people change the way they approach meetings and conversations to get to the heart of what matters quickly, to evoke action that impacts, lasts and makes a difference across the region.

Front End Load Your Planning Process – Need and Purpose

“If you are at a meeting and you don’t know why you are there, why ARE you there?” I have heard Jerry Nagel say this often enough when he teaches the Chaordic Stepping Stones at a training. The same goes for a planning process. “If you don’t know why you are doing something, why ARE you doing it?”

Audrey Moen in the circle with others taking in a teach by Jerry Nagel.

Many planning processes jump right into logistics (the 8th Stepping Stone, by the way) – budget, where the meeting will be, what the agenda is, important people who need to there. Then, when the planning team tries to decide what should happen during the meeting or planning process, people are unclear and sometimes confused or there are too many ideas floating around as meeting agenda is fitted to logistics rather than fitting logistics to the purpose of the work.

Purpose imagePurpose is the invisible leader. It keeps a  community engagement process, planning process or meeting agenda on track. Purpose arises out of Need. Taking the time to reach clarity on need and purpose is, what I often tell my clients, a front end loaded process. It takes time. It can get messy – anyone resonate with, “Let’s just make a decision!” And it can change the quality of the whole process. It is part of what we refer to as slowing down to go fast.

Need is an understanding of the current situation – the reason you have decided that something should be done, planned, convened. When the Need is clearly understood, the articulation of Purpose is often easy. Getting to the root Need can take some exploration and conversation because sometimes the Need that appears most obvious is fuelled by less obvious underlying patterns, behaviours or structures.

Jerry often shares a story about a school district he worked with. School funding comes from area rates and the community had refused, several years in a row, to increase the area rate to address some maintenance issues in the school – the roof needed fixing, the seats were broken and there were other maintenance issues. As he asked the planning team about need they repeated these things several times until someone finally had an insight. The relationship between the school and the community was broken. This was the deeper need to be addressed. Recognizing this changed the whole approach to the planning process.

A few years ago, I worked with a group in Nova Scotia focused on breakfast programs in schools. There were some changes in the environment impacting the organization that delivered these programs and prompting the exploration of a new means to deliver breakfast programs. The most obvious need was to ensure and organizational structure for ongoing breakfast program delivery. The deeper need was a recognition that children who had breakfast were better learners. The planning team recognized the need to nourish the children so they could learn better and the idea of nourishment was expansive, offering the possibilities of broader interpretations (but still very focused) into the future which led to the development and name of a new organization – Nourish Nova Scotia.

Nourish Nova ScotiaUnderstanding the need led to this purpose: To cultivate generations of healthy eaters. And, to this  vision: All Nova Scotia children and youth are well nourished to live, learn and play. With a bit of extra clarification: We aim to support the nutritional well-being of children and youth and desire to build their food knowledge and skills so they can feed themselves well into a healthier future.

Need and Purpose conversations often take a group into a groan zone which is one of the reasons people want to cut it short to get to the “important” tasks of planning. When this happens, it is common that the groan zone just gets transferred to some other part of the process, slowing it down somewhere else. Holding people in the space of a groan zone is a leadership skill.

Also, in any given project there may be multiple layers of need and purpose identified. For a project I’m working on with the United Way in Halifax right now, we are planning a community engagement event in September. That event has a need and purpose identified. There is a desire (even a need) to recruit a planning team representative of the community to ensure success. The need for the planning team has been identified as well as the purpose. And there is a meeting planned to invite potential planning team members  to step up and the need and purpose of that launch meeting has also been identified. The need and purpose of the planning launch meeting and the planning team are aligned with the need and purpose of the community gathering (I want to say, of course) and having this clarity at each step of the process keeps the whole thing on track.

KJ explaining something at WC table CA Women's leadershipSometimes the conversation is iterative as understanding of Need and Purpose may evolve through the course of the planning process. Yet, when these two stepping stones are clear, the rest of the planning process can unfold quickly.