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.

A Small Town Grocery Store Renewal Thanks to AoH Patterns and Practices

It is always a pleasure to share Art of Hosting success stories. This comes from Angie Benz who attended an AoH training in Bismarck, North Dakota in November 2014. The AoH training was supported by the North Dakota League of Cities and the Bush Foundation, co-hosted by Jerry Nagel and me.

Angie Benz

Angie Benz

She writes:

I wanted to share a success story.  After taking your AoH class in Bismarck I was so moved and excited.  I knew these were principles that I wanted to implement, I just didn’t know where or how.

Fast forward to last week.  I am a director for our local grocery store board and we have been struggling to say the least!  Our sales were 15% down from 2013.  Our manager, understandably, was a bit disgruntled.  The board members, myself included, had checked out.  And the worst part…this was all being seen by the community.

Then I remembered the principles taught at AoH!  We started out slowly……and grew into something bigger…….and I am hoping that we keep growing!

We started by sending out a survey asking two very important questions:

  1. Is the store important to YOU to have in YOUR community?
  2. Is it important enough to YOU that YOU are willing to pay a little higher price for groceries?

The responses were a resounding YES to both and we knew we had work to do.  We restructured our management team, creating a co-manager position with two people that will do great things together.

Then we had a planning meeting.  Everyone was dreading it!  I sent out an email inviting the management team and the board directors.  I gave them some ideas of what would happen that day. Then, I shocked them all by asking them to bring something that represents their journey with the grocery store….and I left it at that.  (Enter the sound of silence from the group.)  It was so loud that I could “hear” it through email.

The day of the meeting we started out with Check In using a circle setting.  It was AMAZING!  There was emotion, meaning, and most importantly….understanding.  Understanding of all the frustrations we faced in 2014.  We were letting go of the past and moving towards the future with understanding of each other and our journey.

We then moved into a variation of Open Space.  There were only 6 of us, so we used it more as a brain storming session.  At the end of it, one of the board directors made the comment that they thought we would have about 3 ideas…..we ended up with about 50!

Then it was time for us to get a little more specific.  We came up with action plans and timelines for the top 5 ideas/topics.  We will meet monthly to analyze and assess the top 5 and beyond.

To end the day, we did Check Out in a circle setting.  Again, there was emotion, meaning, and understanding.  There was also a sense of team….something that had been missing in the last year.  I said it before and I will say it again….it was AMAZING!

When everyone came and saw the circle they were a little put off and thought I was nuts.  I just asked them to hang in there with me.  They did and the results were incredible!  We left the meeting feeling more like a team than we have in a very long time.

I want to thank you for showing me that there is a way that a group of people with different worldviews can come together and be a cohesive unit!  You very well may have given me the tools to keep our small town grocery store alive!

Thank you, thank you, thank you!

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Purpose Statement for the Bismarck AoH training, November 2014

 

Worldview Intelligence

As our work with worldview continues, Jerry Nagel and I, and other friends and colleagues we are evolving this work with, have been reflecting on what it means to be worldview aware, wondering if awareness is enough. We imagine it is a step, albeit an important one. Awareness in and of itself can be expansive, turning judgment or assumption into generosity and curiosity. And then what? What does it take to create the transformative spaces we have been witnessing with this work? It takes practices, skills and a wee bit of courage too. In was in the spirit of this wondering that the term Worldview Intelligence arose along with the curiosity of what it means; generating the working definitions that follow.

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Worldview Intelligence

  • The ability to learn or understand worldview(s), to be worldview aware
  • Development of skills that offer ways to address differing worldview situations, invite multiple worldviews
  • Creating opportunity and circumstances to use skills, knowledge and awareness to move from differences to progress, for yourself, your organization or community

Worldview Awareness

  • Feeling, experiencing or noticing that worldview(s) exist, individually, organizationally, in community and across stakeholder groups
  • Knowing and understanding more about what is happening in the world around you by being or becoming worldview aware

Having just wrapped up a two day workshop in Minnesota on Worldview Intelligence, a significant thread of conversation was application. How do we take what we are learning and experiencing and bring it to life in personal practice and in the way we approach our work, in the practices of our organizations? Transforming differences into progress.

worldview awareness day panoramicWe have built and are prototyping a number of frameworks that help us and workshop participants see intervention and application points. The exercises invite skill building – on the spot and afterwards in the work. The response has been thoughtful and transformative as people are seeing when and how to apply what they are learning and understanding that the quality of the messenger is as important as the message – maybe even more so when the messenger embodies the qualities and practices of worldview intelligence.

We have been working with worldview for a few years now, in the Art of Hosting trainings we have been delivering and other venues. What we learned there showed us the need for deeper dives into worldview and the identification and development of skills and intelligence that can impact even our most challenging situations. We will share what we are learning as we go and as we have time to digest the depth of experience created that invites people to show up in the fullness of their humanity – for some, the first time they have ever felt so fully invited.

Worldview Awareness as a Transformative Process

Worldview frameWorldview awareness is the most transformative experience Jerry Nagel, I and the colleagues we work with in Nova Scotia, Minnesota and elsewhere have witnessed so far for inviting diverse perspectives into a conversation or a process – around race, power and privilege (diversity/equity), political differences, silos in organizations or for community engagement.  We have witnessed people finding their way into conversations previously inaccessible because no one had language that engages the conversations in this degree of thoughtfulness, reflection and curiosity, instead of with defensiveness, dismissiveness, rationalizations or judgments.

Conversations previously stuck open up because the language of worldview and worldview awareness offers alternative ways for people to ask about how welcoming, open or inclusive they may be, or their organizational culture might be. In one situation, with one of my colleagues in this work, a dialogue that was needing to happen for many years in her organization opened up because someone was now able to ask, “Do we have an issue with worldview here?” The response, which was a surprise to the person making the inquiry, was, “Yes.” My colleague had been ready to have the conversation for a long time without a entry way into it that would be expansive rather than debative. She understood the power of strategically waiting for the right timing to emerge.

The transformative impact we have been witnessing for years now, in our Art of Hosting trainings and other speaking opportunities, through the introduction of a worldview framework and then inquiry through a world cafe or reflective listening has inspired the development of the Worldview Awareness curriculum for personal, organizational and community engagement, identifying and exploring worldview awareness patterns, practices and strategies. The impact continues to be powerful as shared, for instance, in the reflections on our experience in Nova Scotia during the one day introduction to the Transformative Power of Worldview Awareness attended by seasoned diversity practitioners and change agents.

Individual worldview awareness invites each person into reflection about their own worldview, what has influenced the construction of their worldview, how it impacts their communication and relationships as well as how they see the world. This internal reflection, guided by curiosity, then generates curiosity about other people and the evolution of their worldview. In and of itself, this can create “safe enough” space for people to share more of who they are. In one AoH training in Grand Rapids,MN at the end of a World Cafe on Worldview, a young Native American man stood up and shared he felt able to speak more and more openly about his Worldview thanks to the collective exploration we were in and the Worldview teach or framework that invited the inquiry.

The idea that organizations also have worldviews is often a moment of insight and inspiration for participants in this exploration. To be thoughtful and intentional about organizational worldview practices and patterns invites the opportunity to think about policy development and employee recruitment and retention in different and more comprehensive ways. It provides a means to explore alignment of stated organization Worldview with its practices and offers strategies on how to invite and host a multiplicity of worldviews inside the organization which ultimately makes the organization more successful on most indicators.

Community engagement, when done well, invites a multiplicity of viewpoints and perspectives – or worldviews – into the conversation or public meeting. Most community engagement is still done in traditional town hall style – with a panel of experts making presentations and answering questions from the few community members who happen to make it to the scarce microphones placed on the floor of the meeting room. Engagement with constituents needs to be heartfelt and meaningful, not just the opportunity to check off a box that says we consulted.

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Worldview Awareness curriculum, combined with strong engagement or dialogic processes, provides ideas and strategies on how to invite the multiplicity of voices into a process that strengthens the power of engagement and of outcomes, while creating more welcoming and inclusive environments. Worldview Awareness invites the full complexity of a situation and of issues, ensures that people with different viewpoints and sometimes contradictory interests exchange worldviews and often charts unknown territory. This leads to practical outcomes that might not have been achieved otherwise and that can more easily be implemented because all stakeholders involved experience a higher degree of commitment and ownership. The result is better decisions and more sustainable actions (solutions).

One of our dreams is to offer these workshops (tailored of course) to all the places grappling with how to create more inclusive, generative workplaces or communities by accessing new lenses for deciphering the increasing complexity impacting work environments and communities. Worldview awareness offers organizations committed to a diverse workforce the opportunity to engage those they serve, internally and externally, in more generative, compassionate ways in service of the outcomes we all want to achieve.

worldview awareness day panoramic

Real People. Real Lives. Real Community. Real Impact.

Driving from the countryside of Stakke Lake in Minnesota, through the little towns and forested roads on the three hour drive to Grand Rapids, it is easy for me to forget that I am not in Canada, but driving through the US countryside, with my partner and co-hosting colleague Jerry Nagel, on our way to a rural community that is breaking its way out of any stereotypes we might conjure up about rural communities – in Canada or the US. What is happening there could happen anywhere. It inspires hope at a time when hope, especially for our rural communities, is deeply needed in the world.

Grand Rapids welcome sign

What’s Been Happening

In 2013, the Blandin Foundation funded a grant to the Meadowlark Institute to bring the Art of Hosting (AoH) Conversations that Matter to the Itasca County area. Not a one-off training but, thanks to the vision of friend, AoH Practitioner and Global Steward, Bernadine Jocelyn, and her colleagues at the Blandin Foundation, a series of trainings intended to offer residents of Itasca County the opportunity to acquire and use skills of 21st Century Leadership to work with every day life and address some of the most pressing challenges in their communities. The Blandin Foundation was founded by Charles Blandin in 1941 to aid and promote Grand Rapids (population around 10,000) and the surrounding area (total population around 40,000) in such a way that it could be responsive to changing times, a beautiful alignment with the adaptive capacity of AoH offerings.

What’s happening there, with organic emergence and almost astonishing interconnectedness, is a thing of beauty. Four Art of Hosting trainings (130 people altogether so far) since November 2013 with two more in the works; two Community Cafés (with almost 100 participants altogether) convened by a planning team that sparked from an Open Space conversation in the first AoH, called by Sandy Layman, a well known community leader. She asked the question “How can we become a community that hosts its own conversations?” That question is gaining momentum as it continues to spark the curiosity and inspiration of the county.

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The first Community Café brought together participants from the first two AoH cohorts and was held one evening during the second training. The second Community Café was inserted into the middle of the fourth training, in an afternoon, and brought together participants from all four trainings and others who wanted to join in.

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The Stories That Bring the Data Alive

All of that feels like data. It is the stories that bring the data alive, that show the nuances and interweave of connections; the stories of who is showing up in the same spaces together; the stories of willingness to dive into challenging conversations to address both long held and emerging issues; the stories of risk and courage as people bring AoH patterns and practices into likely and unlikely work settings.

Truly a fractal of the community is coming together – people who might not otherwise find themselves in the same room or the same conversations. The county administrator. Educators. A senior leader in Corrections. Senior leaders of non-profits. Advocates for mental health. Consumers of mental health services. People who have been homeless, some still in transition. People with very diverse political views. Local radio station representatives. Artists. Business people. Blandin Foundation staff. More. All on equal footing with equal voice. All responding to questions centered on “What is the future we want to live into and what can we begin now?”

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The stories that are emerging from the people who have been through the training bring the impact alive and are heart opening. Our friend in Corrections, who was in the February cohort, shared with us that he only recently had the opportunity to offer a check in at the beginning of a meeting. He said it changed everything about the meeting. When we asked him how, he said, “People were very emotional.” When we asked him what his check in question was, he said, “How we are doing?” Simply, how are we doing? An invitation to a moment of humanity, an invitation to show up fully. They will now start every meeting with a check-in question. A small, but powerful, shift in practice.

The County Administrator shared that there is a discussion happening at the County offices about mental health funding, the number of agencies that provide services and the need for greater interagency communication. Someone at the county offices, who has only heard about AoH but not been to a training, said that what is needed for that conversation is art of hosting.

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In Bigfork, another Itasca County community, community leaders have used World Café to host a conversation about an ongoing contentious issue, bringing new insight and perspective to the issue, establishing a foundation from which to move forward.

The region is facing some growing, possibly divisive issues; particularly around resource extraction (economy) and the environment; issues that are growing more complex all the time. Experience with the patterns and practices of the Art of Hosting is helping people see the possibility of different conversations; conversations that invite a multiplicity of worldviews, give voice to all the perspectives beyond the vocal few, invite people who live, work and play in the region to imagine more of the future they all want to live into, to continue to forge new ways forward on small and large matters. There is a growing buzz in the community and a sense of urgency combined with curiosity and even hopefulness.

The Community Conversations planning team grows with each successive training. The team is now getting ready to call and convene a county wide “Grand Gathering” on November 22, 2014 using Open Space Technology – the first community meeting of its kind in the area. This demonstrates the increasing reach of a commitment that began with that Open Space conversation during the first Art of Hosting training nearly a year ago, building on an idea inspired by the Great Gathering in Fredericton, NB; which demonstrates the interweaving of stories across borders and geographic distances. (And, incidentally, we have discovered there is a history of relationship between New Brunswick and Itasca County thanks to the pulp and paper industry.)

KAXE, a local radio station, present at the Community Café and on the planning team, will be doing a series of radio spots leading up to the Grand Gathering, which is being hosted by the Grand Rapids Community Foundation. The team is in full volunteer recruitment and planning mode and the community is being invited to create an agenda of conversations and possible action steps that are meaningful and relevant to them. Some of the potential conversation themes have been popping up already in the Community Cafés and the AoH trainings. They include an emphasis on youth (brain gain), on revitalizing communities, co-ordinating resources and connecting diverse voices.

IMG_0824One of the many compelling themes that is emerging is around evoking stories and extending invitations. Care enough to ask for the story; bring everyone to the table to identify struggles and be open to hearing the unheard. Notice who is not there who should be and extend an invitation. Be a neighbour, bring a neighbour

It is the tip of the iceberg. The work has only just begun. This community is carving out pathways that can be an inspiration to other communities searching for new ways to imagine and live into the future. What can we begin now?

Real People. Real Lives. Real Community. Real Impact.

Challenge of Leadership in the 21st Century: What’s Needed Now?

In an exploration with Saint Mary’s University in Halifax (one of my alma maters) about an upcoming series of leadership workshops, the team there asked me some evocative questions, worthy of sharing on the Shape Shift blog. The previous blog post explored the question of what guidelines or, in their words, rules, would I share with leaders today. Another of their questions was: Why does the area of leadership fascinate you? Why indeed?

Leadership and leadership development has had my attention for as long as I can remember. It currently has my attention because the way I was trained, or more accurately indoctrinated, into leadership (as is the case with many of the leaders I meet and work with, even younger leaders) is much different than the leadership skills needed to navigate the complexity of today’s world.

I came into leadership positions at a young age; at a time when leaders were believed to have the answers, were expected to solve problems and fix situations that popped up. This was a time when letters were written on stationary and mailed, when fax machines (which are now almost obsolete) were just new and the idea that everyone would have a computer (much less mobile devices that process as much and more than computers) was a farfetched notion. A very different world, a very different worldview.

The world has grown far more complex, social media has a strong influence and our environments and situations are demanding greater collaboration and collaborative decision making because no one person has the solution.  We need to unlearn and relearn our habitual leadership skills and strategies to be responsive and still make decisions and take actions that move initiatives forward.  We can only unlearn what is habitual by becoming aware of what is right in front of us that we cannot see, because so much of our worldview – as much as 80% – is unconscious.  This is why Jerry Nagel and I are in the exploration of the transformative power of worldview awareness.

This is a balancing act, working with dynamic tensions of collaboration and collaborative leadership – also something we are learning our way into.  Many leaders are uncertain about how to navigate this 21st Century world with skill and ease, how to draw out the collective intelligence or wisdom needed to find our way forward. In partnership with amazing colleagues, I have been using patterns and practices that help leaders make sense of the world, invite our own ‘not knowing’ while engaging the wisdom and collective intelligence of people most impacted by or having the most influence over the particular issues or challenges at hand.

These are the solutions that have staying power.  This is what this new series of programs at Saint Mary’s – but also offerings in other venues in other cities – offers: insights into navigating the 21st Century, particularly as leaders of any age feel a responsibility for the significant challenges of our times.

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Worldview Awareness – Imagining the Possibilities

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It might have been in 2005, when I took part in my first Art of Hosting (AoH) Conversations that Matter training on Bowen Island, that I first heard the term worldview, although I can’t be sure. Then and later, if it was talked about, it came in the context of a mechanistic worldview and a living systems worldview, comparing several points of each and recognizing that AoH operates from a living systems worldview. In my experience of AoH trainings, that was pretty much it until, in 2011, I started co-hosting with Jerry Nagel from the Meadowlark Institute in Minnesota.

Jerry was and is steeped in worldview awareness partly through working on his PhD dissertation that looks at social constructionist theory, worldview and the Art of Hosting and partly because of the deep and evolving practice he and we have been bringing around worldview in AoH trainings and beyond. Because of this, we have been developing a more comprehensive approach to worldview and worldview awareness than I had been exposed to before. Jerry and I, and friends and colleagues like Stephen Duns, Dave Ellis, Carolann Wright-Parks and others, have been adopting, exploring and adapting a worldview teach and practice in new, innovative and exciting ways.

What we have been learning from participants in the worldview awareness conversations in the AoH trainings we have led, is that the worldview conversation lingers in their awareness long after the training. In the evaluations we conduct a few weeks after each AoH training we do, participants often identify the worldview exploration as the most impactful part of the training. They state that the reflective space they are invited into about worldview(s), where it comes from, what their own worldview is and curiosity about others’ worldviews helps create an understanding of how to give voice and visibility to multiple worldviews and create openings for successfully leading different, more inclusive conversations on issues and challenges that routinely show up in organizations, communities and social systems.

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If this can happen with a conversation over a couple of hours what more becomes possible with a deep dive into worldview awareness or worldview intelligence? This is what we are now on an inquiry to discover. It is what led to prototyping the first introductory day to the Transformative Power of Worldview Awareness in Halifax where we tested a few ideas and reaped enough ideas to inspire possibility for a long time to come. While the AoH conversations focused mostly on individual worldview, the conversation is now expanding to organizational and community worldview as well as creating the conditions for multiple worldviews to be welcomed into stakeholder dialogues and other places where the risks of engagement are perceived to be higher.

In the one day workshop in Halifax, participants came from a wide variety of places including provincial government departments like health and transportation, the school board, Nova Scotia Community College, Halifax Regional Municipality and community agencies. Quite a few had been involved in diversity and inclusion work for years – welcoming of diversity being one of the more obvious outcomes of worldview awareness – and others identified themselves as social change agents.

The learning environment was rich. Going into the day, Carolann, Jerry and I had so many choices of what to include in the one day and then during the day itself we had to make more choices. We know there is ample material for exploration in a variety of offerings. To say our imagination has been sparked would be an understatement. And we are quite inspired by the reflections shared by the participants in our one day offering, a few of which are below.

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A snapshot of some of the participants at the first Introduction to the Transformative Power of Worldview Awareness Workshop.

“I had no idea what I was walking into but knew when Kathy’s name was associated with it, it would be a great ride. I am a change agent. People’s stories here today have influenced my worldview. It is important to understand the other person and their worldview. This is a wonderful tool to initiate the conversation if you want to be or are a change agent. If you can’t get to the conversation, you can’t get to the change.” Change agent, Department of Health, NS Government

“It’s been a helpful day. I feel very validated in my current practice – which for me is heart work not training. I love the worldview approach and have many new trinkets to take away to apply in my work.” Diversity Officer, Higher Education

“I am more ready to ask more questions to try to go deeper in understanding of the issues and challenges we face.” Diversity Officer, Municipal Government

“I came in frazzled looking for the magic bullet to questions I’ve been carrying alone for six years and I am now connected into a community engaged in this work. I have lots more questions but am optimistic there is another approach – through worldview awareness.” Social change agent at an NGO

“I walked in with some assumptions that proved wrong. One day is not enough. I work in isolation in an interesting system. Starting a conversation with a different entry point might help me impact change in the system.” Employment equity officer in a public organization

So… stay tuned. There is more to come. Looking at Minnesota this fall, Australia in the new year and more in Halifax too. We are exploring a comprehensive approach to worldview awareness: transforming differences into progress, seeing how growing worldview intelligence in an area that has not been explored to the same degree or depth that religious and scientific worldviews have been explored will generate social change methods and processes in situations that have challenged the best of what we know to date in engagement strategies and practices.