About Kathy Jourdain

Kathy Jourdain’s passion is co-creative leadership and the ability to influence the shifting shape of organizations, teams and individuals in a time when this is most needed in the world. She is a steward and practitioner of the Art of Hosting Conversations That Matter. This has her traveling internationally working mostly in Canada, Brazil and the United States. She launched Shape Shift Strategies Inc. in 2009. Her approachable, professional style has made her a powerful business coach with an impressive track record, drawing on skills and expertise built during her 15 year consulting practice and before that as a CEO of a major health charity in Atlantic Canada.

Princess Stories – A Key to Conflict Resolution

When we are engaged in conflict with someone else, it is often difficult to step out of it to gain perspective.  It is hard to pinpoint the exact problem, usually because we are absolutely convinced the problem is the other person, although we may begrudgingly admit that we might be contributing to the problem.

The answers to conflict resolution can be pretty easy.  Opening up to them is the hard part.  They are contained in the stories we tell.  If we can allow ourselves to listen to our own stories with a more discerning ear, we may be able to penetrate to the heart of the conflict more easily.

Ken Cloke and Joan Goldsmith, in their book Resolving Personal and Organizational Conflict, present a framework I find useful and powerful in explaining the underlying dynamics of conflict and my clients find it engaging. It is a way to explore worldview and experience the transformative power of worldview awareness.  It is based on the notion that we tell stories in a certain way when we are in conflict. The framework looks like this:

Princess triangle_000001

Princess Story Triangle

If you think of fairy tales of old ( since the very nature of our fairytale storytelling is now, thankfully, changing), there is usually a Princess or damsel in distress waiting to be rescued by the Prince from the Dragon, wicked step-mother or other perpetrator.  The Princess is pure and beautiful and always the victim of circumstance or of the jealous or evil intentions of someone who has some kind of influence or power over her life.  She never rescues herself.  The dragon is evil and hateful and has it out for the Princess. The Prince is handsome and gallant and always arrives to rectify the situation.  (It is important to remember these are archetypal roles that we all assume so even though the Princess is referred to as “she” it could just as easily and often be a “he” in the role.)

We often tell our conflict stories from the perspective of the Princess.  In our stories about conflict we have with another person we are the victim.  Somebody has done something to us.  Whatever we perceive they have done, we use to justify our own actions or behaviour in the conflict especially when we find ourselves “acting out of character”.  When we act out of reaction, anger, frustration, we don’t feel good about ourselves or how we treated someone else.  If we can rationalize that we have been provoked into our reaction, that at least offers an explanation for our own behaviour that we can live with, that supports our worldview.  We become identified with our position and are unwilling to acknowledge what we may have done to contribute to the situation. The less heard we feel, the more entrenched we become in our position. Our attempts to resolve the conflict feel like giving in.

We want other people to understand our reaction in light of the provocation so we paint the person we are in conflict with as the “dragon”.  Then, it’s as if we had no choice because the dragon forced us into it.  While we see ourselves as “acting out of character” we see the dragon in our story as very much acting within character for them, more so if the conflict has gone on for awhile or is particularly entrenched.

One of the reasons we tell our conflict stories to others is that we are looking for our knight in shining armour to come along and rescue us.  Sometimes the rescue is simply in being validated or acknowledged for our own actions.  “The dragon did such a terrible thing, no wonder you reacted the way you did.”  Other times we are looking for someone to do something for us, to intervene or to make the dragon disappear.

In promoting our princess stories to whoever will listen, we are looking for sympathy. If we don’t get it, we go deeper into our story, give more detail, repeat ourselves. The repetition makes the story more and more real and we become more entwined with it. We drive ourselves deeper into the princess role because surely that will generate the sympathy we think we need. In exchange for the sympathy we seek, we trade in whatever power we may have to rectify our situation.  In the victim role, we are helpless to defend ourselves, change our situation or learn from the conflict.

When we finally realize that the knight in shining armour is us, we stop looking for the prince.  When we recognize that the dragon may not be purely evil but also “acting out of character”, we can begin to relinquish the princess role and truly learn from our plight.  One key to doing this is to tell our story from the perspective of our dragon, to become curious about how they are seeing the world.  The dragon in our story has their own version, their own worldview, of the conflict story.  What are the odds that they actually paint themselves as the dragon?  About the same as us painting ourselves as the dragon in our own story. Although sometimes that dragon is an internal dragon.

dragonform

As we tell the story from their perspective, we put ourselves in their shoes.  It enables us to see them in a new light.  Maybe they were reacting to something we said or did.  Perhaps they feel just as helpless in the escalation of this conflict as we feel. Maybe new awareness of their challenges and difficulties come to light that help us soften our own story, make us more curious and more generous, expanding the space for generative conversation to emerge.

Another benefit of telling the story from the perspective of the dragon is that it just might enable us to admit the pieces of our own princess story that we have omitted – the pieces that might have contributed to the dragon’s response, behaviour or actions.  If we let down our guard only momentarily, instead of signaling to the dragon an opportunity to attack as we fear it will, it just might signal an opening to disarm the conflict.

In order to do this, we must give up our need to be right and open ourselves up to alternative explanations, stories, scenarios or worldviews.  It is possible to have more than one right answer although when we feel absolutely that we are right it is a challenge to believe this.

Our princess story contains our truth. It is not always factual truth but it is emotional truth.  It also contains omissions.  The dragon’s story contains truth and omissions too.  It is in bringing the truths and the omissions together that an alternative story emerges, one that often contains the framework or foundation for resolution in an expanded truth.

The stories we tell ourselves shape our experience. What conflict could you shift the shape of if you found a different way to tell the story, if you become curious about the situation, your reaction, the other person, if you became more gracious and generous in responding to them – even if it is a stretch as you begin. Some stretches end up being worth it.

Dragon and Princess

Not Enough Time

Tell me what it is you plan to do with your one wild and precious life? – Mary Oliver

Not enough time in the day.  Not enough time to get everything done. Not enough time to begin a project, to have a  conversation. Not enough time with a loved one.  Not enough time. Not enough.

clock with woman Clock with man

 

 

 

 

 

 

I am certain that in a world that seems to move at an ever increasing pace, almost every one of us has, at some point, uttered the wish for more hours in a day. Because of the pressure of to-do lists that never get completed, have you ever jammed more than is humanly possible into a day or tried to eliminate sleeping hours from your schedule? Has your feeling of not enough time, not getting things done ever been turned into a story of you not being enough?

Time. It is relative. When my older sons were little I remember one of them saying to me after I probably said, “Just a minute”, “Mom, minutes are long.” Minutes are long. They are short too. The day I stood on the mountainside in Gold Lake, Colorado in 2009, minutes were timeless, time out of time. Minutes can be 60 seconds and it can be a turn of a phrase where we have not assigned it a finite meaning of time.

Have you noticed that jamming the day full to the brim of all those endless to-do’s doesn’t seem to solve the problem?  Often it exacerbates it because time to refresh and renew is not scheduled in, leaving less opportunity for intentionality – intentionality in the stories you tell yourself and intentionality in your actions – so your stories count, your actions count, your passion is tapped into and surfaced so you feel yourself more alive in any of those precious moments.

What to do? There are many things to do to address the feeling that there is not enough time. Here are seven offerings on how to MAKE IT COUNT.

relax renew refresh

1. Tell yourself a better story – even if, as you begin it it doesn’t feel true – because neither is the story you have defaulted into.  Tell the story that supports how you want to be, how you want to show up, how you want to feel about time available to you and about your life, your path, your journey. Tell a story that makes these things count.

2. Who are the people you value – in life and work? Significant other? Children? Parents? Friends? Colleagues? Work partners? Others you work with or for? Schedule them in. Make the time for visits, phone calls, checking in. Otherwise, opportunities are missed and one day we may come to regret it.

3. Know your own priorities and dedicate time to work on them without distractions. One distraction is the priorities that others land on you.  Do they need to become your priorities or can they be handled in a different way or at a different time? Surprise yourself.  Ask the question.

4. Say no. Not arbitrarily but with intention.  It makes your yes more powerful and you can be more committed to your yeses when you know you have not taken on things that don’t fit with your passion, your goals, your context, because you thought you should, because you felt obligated, because you were asked.  Things that end up being done half heartedly because your heart wasn’t in it.

5. Turn off email.  Yes. It is possible.  It can be done.  Pick a time or two of day when you will respond and be disciplined about it.  Do you have your social media linked to your email that keeps distracting you back to social media? Turn it off. You can visit social media whenever you want, and you can schedule it.  You really won’t miss that much.

6. Do you know what renews you? Exercise. Quiet. Music. Meditation. Walking. Sleep. You name it. Go do it!  Schedule it in. You will be able to tackle that to-do list with more energy and move through it faster.

7. Need a half day for a project but can’t find it.  What are you doing with those 5, 10, 15 minute slots of time that show up between calls, before lunch, before heading out to a meeting? What if you opened a document?  Formatted a proposal? Captured a few thoughts? Read a few pages in a book that inspires you? You might be surprised how those brief intervals of time can add up to meaningful segments when you approach them with more intentionality and the same spontaneity you bring to surfing the web or other distractions that come your way.

Distractions are not all bad. But time is a precious commodity.  Doesn’t mean every minute has to be filled with doing.  It’s better if some of it is filled with being, renewing, remembering.  There are enough hours in the day, in the week.  Make them count.

 

The Human Dynamics of Navigating Decision Making Dilemmas

The belief that there is a straight line between a problem and its solution is flawed and it is so often what gets us into trouble in seeking solutions to problems our organization, community or team face or decisions that need to be made.  It is what causes us angst when we think decision making discussions should be straightforward instead of the nuanced or circular discussions they often turn out to be, driven by agendas and dynamics that are not clear or made visible for the whole group – part of the shadow of a group dynamic.

Plan-reality

Increasing complexity in fast paced worlds often leaves us wanting for good decision making processes – especially when we are pressed for immediate action and results.  Key decisions taken by one individual – even one expected to make a decision – often fall short because one person does not always have the full picture or meets resistance by people who feel imposed upon. Collective decision making often misses the mark if dissension, debate or strong personalities dominate the process which often means some people just give up and the loudest voices dominate so the collective wisdom in the group is not given voice.

Problem solving and decision making is a task – a task carried out by humans and subject to human dynamics – just like every other endeavour we undertake. Understanding human dynamics goes a long way toward navigating decision making dilemmas unlike those magic bullet decision making algorithms which, surprisingly, don’t seem to exist.

All of these queries resulted in Shape Shift Strategies putting together a one day offering on Navigating Decision Making Dilemmas using a few simple Practices and Patterns from The Art of Hosting Conversations That Matter to better understand human dynamics and what it takes to cultivate the creativity and emergence that leads to effective decision making – one day of in-depth discussion and exploration that leaves participants from a variety of backgrounds with wide array of decision making dilemmas in a reflective thoughtful space around what they need to shift in their meeting process or dynamics to generate more of the results they are seeking.

With the increasing prominence of participatory and collaborative leadership ideologies and practices, there is a growing tension around decision making processes because of a misunderstanding that all decisions need to be made collectively.  When this slows decision making progress to a halt, there is a frustration and impatience that often causes those “in charge” to then circumvent the decision making conversations and make the decision unilaterally, effectively shutting down the desire for a team or community to engage in discussions that are not honoured.

It is folly to imagine that all decisions can or should be made collectively. What are the decisions that would most benefit from all voices? And then, who will make the ultimate decision – the group or the leader or some other individual – and is this clear at the outset of the conversation to everyone involved in the conversation? Is the conversation for clearly identified for input or decision making? Many teams and organizations run into problems because they have no agreed upon decision making process that they use consistently.

Do you know what the key decisions are that when you make them collectively you gain the greatest engagement and commitment of your team, organization or community? Is it clear when individuals – either leaders, managers, bosses or individuals responsible for their own work area or focus – are responsible for making their own decisions? Are they supported in decision making – no matter where they stand in the organizational or team hierarchy? For those decisions that will most benefit from the collective wisdom of the group, are the conditions for creating generative spaces understood?

04 - Day One Fredericton Jan 2013

In creating generative space some things to consider are how to invite and welcome multiple world views in the conversation, the use and understanding of simple but powerful patterns like the divergence-emergence-convergence framework for understanding basic human behaviour in decision making processes and polarity management for discerning whether you are dealing with a decision to be made or a polarity to be managed – meaning there is an upside and a downside to polar opposites (like collective decision making or individual decision making).  Being aware of up and down sides invites greater intentionality into the decision making processes and resulting actions.

Divergence-Convergence Diagram_000001

While the path for those decisions that most benefit from the collective wisdom is not always – or usually – a straight line path, generative conversations mean that we take all the ideas that come out in the divergent phase of the process – ideas individuals have brought in with them and put them in the soup of murkiness that shows up in the groan zone. When we can use ideas to spark new ideas, and build on existing ideas to generate new thinking, this is when innovative ideas begin to spark, ideas no one brought in with them that can take our decisions to a whole new level while also increasing the coherence of a team, group or organization.  It can be win-win-win all around but it takes patience, discernment and requires the leadership skills necessary to navigate that place between chaos and order. What new ways of thinking and being are needed now for you and your organization to navigate your decision making dilemmas?

Dynamic Leadership Arising out of Chaordic Confidence

When interactively teaching the Chaordic Path and inviting people to reflect on what highly chaotic or highly controlled environments look like and how people act and react in those environments, it is common for participants to address the down side of each of these – with quite a bit of energy and zeal.  Then, at some point, someone will make a comment about the benefit of being in that kind of environment.  For chaos they will often say something about creativity, for control they will often say something about predictability – the upside of each of these dynamic forces.

Then the key question we ask is, “What is the difference between control and order?” It always causes a pause as people reflect on what is different between these two. They speak about guidance rather than rigid rules, the opportunity for individuals to bring discretion to decision making within a framework, greater responsiveness, common understanding or collective clarity as hallmarks of the force of order.  The space for an individual to bring everything they have to their role with enough clarity to know the scope of their authority, leadership and responsibility.    When people don’t have clarity they ask for structure – it is a default. Clarity might mean structure and it might not – it might simply mean clarity which could be achieved through conversation or other means before creating structure which might not even bring more clarity.

There is a time and place for each of these forces (chaos, order and control) depending on context and whether the focus is on process, structure or human dynamics.  Trying to address human dynamics issues through structure often increases the human dynamics issues.  Yet clear structure and process is essential to many manufacturing processes.  When getting on a plane, you want to know that the environment is controlled with good structure, process and procedure in order to get to your destination safely. And, if your house is burning down, you don’t want the firefighters standing around making collective decisions about what to do next – you want clear direct leadership, even as the firefighters have no idea of the chaos they are facing.

Knowing what state an organization, group or team is in can illuminate the leadership strategy that is most helpful to the task at hand.  Sometimes the leadership being called for is to help people stay in the chaos a little longer rather than ease the pain, frustration or discomfort of being there, until clarity and the natural order begins to emerge.  If things feel too habituated, stuck or stale, it might be exactly the time to introduce a bit of chaos through a well placed question, a suggestion to shake things up a bit or the introduction of a new initiative.  In environments where control is pervasive, the opportunity might be to imagine how to care for the human dynamics or the relational field in a way that people can navigate with and through regulations, policies and procedures that were intended for clarity and consistency but have overreached into what we commonly call “red tape” or “jumping through the hoops”.

 

Chaordic Path with infinity loop_000001

There is an upside and a downside to each of these experiences as represented by the infinity loop in the above diagram and inspired by Polarity Mapping. If we only focus on one or the other we either have an enamoured (upside) or jaded (downside) view of that particular force that then makes us less likely to be able to exercise the dynamic leadership that grows chaordic confidence. It is the interplay or movement through each of the polarities and an understanding of what is in each of the upsides and downsides that enables us to discern wise action.  I certainly have a bias – that the place we are being asked to play and lead to address complex and entrenched problems is in the chaordic path.  It is the skills AoH has been designed to foster and grow and it is an invitation into new patterns and practices of leadership.  Being aware of the upside and the downside of each pattern enables a more complete picture with a greater variety of choices and options available to all.

 

The Chaordic Path: The Dynamic Inter-relationship between Chaos and Order

One of the fundamental patterns used in Art of Hosting offerings – which for many of us includes our consulting practices or as practitioners in-house work environments – is the Chaordic Field or Chaordic Path. Like many of the patterns offered in AoH it is a helpful way to understand what is happening in the world, in our communities and organizations and within each of us individually. It gives us a lens through which to understand the increasing complexity in our environments and a pattern to work with to evoke collective learning and the real-time innovation necessary in a world and in times that are neither predictable nor stable and call for more flexibility as “more of the same” solutions are not addressing the challenges.

Originating with the work of Dee Hock in the development and evolution of Visa to an international network of financial institutions offering “one” credit card, Hock identified the patterns and forces of chaos, order and control that were at play in an animated process that came to the brink of failure at many points along the way.  It was clearly experienced that the greatest breakthroughs and emergent ideas came at the intersection of chaos and order, in a system that was more commonly situated in the realm of control.

Chaordic Path

Just when things seem the craziest is often when new ideas spark, bridges are built, aha’s become apparent and a way out of chaos naturally appears.  These patterns are evident in living systems, where a natural order exists, life cycles are vibrant and the greatest innovations happen at the edges.  While not static, living systems can be stable – or be in order – for long periods of time until disruption comes in some form of chaos – destructive weather patterns or fires – destabilizing the system for a time before new order emerges.

While the chaordic path is the story of our natural world – form arising out of nonlinear, complex, diverse systems – it can also be the story of how our teams, organizations and communities pay attention to human dynamics and function.   In our organizational systems, there is a tendency to want to meet chaos with control, to try to fix the situation or provide a ready made solution.  Many of us as leaders and managers have been educated, trained and promoted to do just this. But increasing complexity means control, particularly as it relates to the human dynamics of a situation, does not often enough lead to a resolution of the problem and may, in fact, exacerbate the situation. Solutions and ways forward are more likely to arise out of accessing the collective intelligence and collective wisdom of everyone, which can, at times, be a “messy” process until new insight and clarity emerges.

When facing new challenges that cannot be met with the same way we are currently working – cannot be solved by the same level of thinking that created them – new ways of leading and operating need to be learned and utilized to shift the shape of our experience with intentionality. It is during these times of uncertainty and increased complexity, where results cannot be predicted, that wise leaders invite others to share their collective and diverse knowledge to discover new purpose and strategy and decide a way forward.

It is in the phase of not knowing, before we reach new clarity, that the temptation to rush for certainty or grab for control is strongest. We are all called to walk this path with open minds and some confidence if we want to reach something wholly new.

“At the edge of chaos” is where life innovates — where things are not hard wired, but are flexible enough for new connections and solutions to occur.  To lead teams, organizations and communities on the chaordic path, leaders need “chaordic confidence,” to have the courage to stay in the dance of order and chaos long enough to support generative emergence that allows new, collective intelligence and wiser action to occur.

This can be a beautifully dynamic process.  To be in it with awareness and intentionality also means to take care of value judgments or beliefs often brought that one of these modes of being or operating – chaos, order or control – is  better or more valuable than the others. There is a place, a role and a time for each. A subsequent post will explore the upside and downside of each, recognizing that a flow and dynamic movement between each of these modes of being may be the leadership discernment needed for long term success.

Long Term Impasse at a Manufacturing Company Resolved With Two Hour World Cafe

Alanna Kennedy turned heads in our opening circle at the March 2014 Art of Hosting offering in St. Paul, Minnesota when she said she had recently hosted a World Café with welders at Emerson, the manufacturing company where she is a production manager. It was so successful she then did one with shippers.  A true life long learner (see about Alanna at the end of this post) and a third generation in manufacturing, she is not looking for what can’t be done, she is looking for how results can be achieved and success rates improved.  And in both of the Cafés she hosted, the outcome had immediate impact.

world cafe Fredericton 2013

In the case of the welders, there was a long term debate surrounding the criteria by which to measure and know if an individual welder was working within and meeting quality guidelines.  Everyone had a different idea.  In a way, the welders and the supervisors and engineers were speaking different languages with different worldviews. They were not able to hear each other across the worldviews and across assumptions of what they thought they knew about the other. The World Café method was an invitation into letting go of what they thought they knew and into becoming curious about what might be possible.

The original debate was about one measurement only – quality errors.  Welders resisted, speaking also about the individual signature of each welder and in some instances unclear written processes. There was a limiting belief, common in many places with many different work groups, that the welders, if left to their own devices, might want to negotiate for the greatest flexibility possible.  Welders know, like many trades and professions, that the quality of work of any one individual reflects on the quality of the whole.  They want high standards.

Alanna, being on the lookout for what works, sees opportunity in many processes and programs intended to address improving quality and operational standards.  Some forecast the failure of rate of programs like Lean and Lean-Six Sigma to develop lasting cultures of continuous improvement to be as high as 60%.  She calls this “fake lean”.   Overall, she says these programs are great at addressing the structure and technology questions for continuous improvement. However, they are lacking in the methods and tools to support the cultural and social development, or people questions, required to develop and sustain, through time, cultures of continuous improvement.  Alanna believes all change starts with social interaction. Change happens and work gets done through people, through the social systems. Enter the Art of Hosting Conversations That Matter, which she found through Action Learning, with an emphasis on working with human systems, recognizing that the wisdom is in the room with the group most directly affected by the proposed change and that there are a few processes specifically intended to elicit the collective intelligence.

After attending a World Café workshop offered by Jerry Nagel of the Meadowlark Institute in Minneapolis, Amy Lenzo of the World Cafe Community and others, Alanna brought fifteen welders from across the three shifts together for two hours in a world café process. They were paid for their time even if they were off duty during the World Café and they were invited into a series of conversations about criteria for assessing a welder’s work.  For this particular Café, managers were present but supervisors and engineers were not invited.  What emerged in two hours was a resolution to the long impasse and a structure that never would have emerged without this café conversation process.

The welders identified three distinct categories of standards: welding skills, manufacturing processes and the individual signature of the welder.  This is a more comprehensive structure than what was proposed by supervisors and engineers and a structure welders were willing to hold themselves and each other accountable to because they want their counterparts to uphold a certain level of professionalism on behalf of the whole.  The results were captured in a document that reflected the conversations and that document was approved by HR and executive managers.  The end result was the resolution of a long term impasse with a better quality of result than had been previously considered possible.

Alanna then did a World Café with shippers who needed new work stations.  Others in the organization had been trying to design a new work station for the shippers but many of the shippers hadn’t been included in the initial planning and they were obviously stalling.  They did not like the proposed design.  Alanna rounded up shippers from all three shifts for a two hour World Café process. There were three tables of five people. The shippers changed tables, circling around design ideas, sharing what would and would not work until three new work bench designs that they believed would support their needs were developed.  In the harvesting, the shippers were able to share their ideas and the reasoning behind their designs with the engineers.  The shippers had the opportunity to engage in a different type of dialogue.  Again, a resolution to an impasse was obtained within a couple of hours by using the world café process.

Was it worth paying the shippers and the welders for their time?  Was it worth a two hour investment of time to call upon the collective intelligence of the group most directly affected by the changes? Was it worth the risk of bringing social technologies to a manufacturing organization?  The results speak for themselves.

Many people who have attended an AoH training or are aware of the methodologies like world café, open space technology, circle practice, appreciative inquiry will often say, “That’s really great, but it will never fly where I work.”  That’s why Alanna turned heads when she said she worked in manufacturing.

When asked how she might respond to people who say, “It will never work here”, she offered, “You have to careful.  I used it where we were stuck and had been working on an issue. In preparation, I bought each of my colleagues a set of books – circle, open space, world café and action learning – and put them on their desks.  I talked to them.  I first gained the support of my peers.”

She was strategic in her approach. The need, purpose and intention for the café were clear.  She knew who she needed to have in the room, and who not to have. She knew the result she was after in each case – eye on the outcomes – and she understood the conditions that would lead to the generative conversations necessary for success.  She had the confidence to take, what for some people, is a risk.  “A critical piece to understand is that all change is facilitated and begins with human interaction.  If you don’t address that, you won’t get the desired results, no matter how good the plan or the technology.”

Why does AoH work? “Because it is not about mimicking what some other company or some other people did to achieve success.  It is about adaptive solutions generated from the people and systems most affected.”

About Alanna Kennedy

Alanna Kennedy

Alanna Kennedy

Alanna loves the manufacturing world.  She describes it as “a unique social laboratory” which is why she deliberately returned to this world after completing her PhD.  She is a “hands on” manufacturing professional formally trained and experienced in operations and materials management with an active interest in the research and development of social systems within organizations as they pertain to the development and sustainability of cultures of continuous improvement.

Her 2011 doctorate in Organizational Development with an emphasis on successful cultures of continuous improvement with a focus on the facilitation and implementation of Lean, Six Sigma, and SEAM (Socio-Economic Assessment of Management) methods is from the University of St. Thomas, MN, where she also completed her MBA in 1990 with a concentration in operations and systems excellence including the use of lean methods.  Her undergrad BA is from the Indiana University Bloomington in Cultural Anthropology and Psychology (1980) with a concentration in social systems and the application of macro economic theory in non-western societies.

She is certified in lean methods by the Society of Manufacturing Engineers.  She is CPIM certified by the APICS organization in production scheduling and inventory management, and is a licenced instructor for the global quality standards of electronics with the IPC Association.  She is also a licenced Brain Gym instructor, a kinesiology based program which uses physical movement to improve focus, learning and over all performance, combining it with Action Learning and Brain Gym and observing amazing, accelerated results for people working with stress and goal setting.

She will continue to pursue her curiosity about the integration of AoH practices and patterns with continuous improvement philosophies by doing a deeper dive into some of the individual methods and identifying opportunities for application in industrial environments.

Virtual Circle Check-In as an Entry Way to Practice

In the Art of Hosting Conversations That Matter Training where Jerry Nagel and I are part of the hosting team, after we experience circle practice, usually as a form of check-in on our first day, we offer a little teach on check-in and check-out practices as a routine part of a meeting structure and flow, as a way to help people arrive into the purpose of the meeting and to wrap up the meeting before everyone departs.  We share how we, like many of our colleagues, also do this with our calls or virtual meetings as we are part of many hosting teams where members are drawn from many locations.

A participant at a November 2013 training in Grand Rapids shared her experience with how using circle with a virtual work group shifted the shape of their experience.

hands shaking through computers

“I work pretty much 100% via phone. Today, I was bringing a group together after a few weeks unconnected during the holidays. Wondering how to loop everyone back into the groove, I recalled  one of the things we learned at AoH in Grand Rapids, about how a “circle” acts as a form of check in and grounding.  I explained briefly what we did at our AoH workshop with the circle and a structure. I asked them, if we actually had a physical circle, what structure would they place in it and what about it would they like to share.

“Wow!  It was amazing how their “structure” actually related to the previously stated goals of the group and their own stated goals.  This set the course for the rest of the meeting. What could easily have been a painful meeting listening to how busy everyone has been, blah, blah, blah – turned into an awesome meeting. Picking their “structure” back up set action in place for our next meeting too.

“Just wanted to let you know this stuff actually works – if we use it;)”

Love that last line – this stuff actually works – if we use it! Where is your entry point? How do you invite people so they feel invited, thoughtful about it and engaged?