Chaos, Order and Control are Worldviews at Play In Mergers and Acquisitions

More and more our Art of Hosting, strategic planning, team development and community engagement work is worldview informed and it makes all our work stronger, more impactful and lasting. This post is about the work Jerry Nagel and I are doing with a US based health care organization that is growing through mergers and acquisitions. As they are creating standardized systems across the enterprise they are, not surprisingly, bumping into a few challenges along the way. Worldview Intelligence has given them some insight about the challenges and how to strategize their communication and relationships differently.

Worldview Intelligence

(This post was inspired by generative conversations between Jerry Nagel and Kathy Jourdain as we think (often) about our Worldview work, our Art of Hosting back ground and our clients.)

Mergers and acquisitions are known to have a high failure rate – anywhere from 50% to 83% or even 90% depending on which report you read. A 2010 McKinsey and Co. report indicates more attention needs to be paid to culture and that better leadership is needed in the integration of cultures. A 2015 Europe Business Review article notes that trying to bring large groups of people together under one mission is hard enough. The complexity ramps up when there are multiple branch offices, especially when working across borders with different systems that are already in place in different locations. This is where the structured approach of Worldview Intelligence opens up the exploration of what could work best as those

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What is it to be Worldview Aware?

Individuals, organizations and communities all have worldviews. They operate at least 80% unconsciously and impact how individuals, organizations and communities see and interact with the world, events, situations and other people or organizations. Worldviews influence relationships, communication, tension or conflict, decision-making and workplace cultures.

Worldview frame

To be Worldview Aware is to feel, experience or notice that worldview(s) exist, individually, organizationally, in community and across stakeholder groups. It is knowing and understanding more about what is happening in the world, locally, regionally and globally, by being or becoming aware of worldviews – first your own and then, with curiosity and compassion, someone else’s.

An individual,  organization and/or community that is worldview aware offers greater leadership potential and creativity that arises from the interaction of multiple worldviews, leading more often to innovative ideas or solutions and more diverse, welcoming, inclusive (work) places, more creative problem solving, planning and strategy development.

With some of our most entrenched issues and challenges in today’s world and the growing visibility of some of these issues growing (racism, discrimination, sexism, police violence as a few examples), Worldview Intelligence™ and becoming Worldview Aware may help us discover together pathways that do not currently exist. Letting go of what we know to discover what wants and needs to happen.

You can follow the conversation at our Linked In group and or our Facebook group.

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.


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.


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?

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.

Navigating Decision Making Dilemmas

The increasing complexity of our environments – at work, in community and at home, time crunches and decision making pressures often leave us wanting for good decision making processes – especially when 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 the decision meets resistance because people impacted were not involved in the decision making process. Collective decision making often misses the mark if dissension, debate or strong personalities dominate the process (meaning some people just give up or give in) and when it seems to take too much time we hit the panic button and believe any decision will do.  Yet how often are decisions revisited because not enough time was invested in the exploration of options or in creating the generative conditions for conversations that lead to eliciting the collective wisdom and intelligence inherent in any group? Or because leadership under the pressure of chaos or uncertainty turned into the heavier hand of trying to manage the situation?

There are some simple patterns and practices available through the Art of Hosting Conversations That Matter that offer us windows into understanding the human dynamics alive in any group and particularly groups or teams seeking direction or guidance through decision making.

In May 2014, Shape Shift Strategies will be offering a one day workshop in Moncton (May 8) and in Charlottetown (May 15) to explore effective decision making practices.  The emphasis will be on the human dynamic conditions that lead more often to generative conversations and wiser decision making.  We will dive more deeply into the practical application of worldview, powerful questions and divergence/convergence in ways that support collective decision making in teams, organizations, communities and maybe even families.

WorldView hand drawn

Divergence-Convergence Diagram_000001

Information and registration details for both Moncton and Charlottetown are available through Eventbrite. Join us if you can.  Ask how you can bring this one day workshop to your team or organization.

Hosting From A Deeper Place: The Art of Hosting the Subtle

The subtle and the physical.  Both are all around us all the time.  The eyes see the physical and we perceive it as “real”, tangible.  It often takes more than the eyes to “see” or sense the subtle.  Since we have learned to rely on our eyes, we have lost much of our conscious connection to the subtle. Yet, it is all around and within us even as many of us are oblivious to it.  It is a natural extension of the physical phenomena or/and the physical is a natural extension of the subtle.  Yet we complicate our understanding of the subtle, ignore it, believe it inaccessible or non-existant.  Or, believe that if it does exist, only a few really gifted people can access it.

Speaking for myself, up until a few years ago, I didn’t believe those gifted people included me. Now I know we all have this “gift”.  It is a sense many of us are re-learning, remembering how to tune into.

This understanding was one of the things at the heart of the call for Hosting From a Deeper Place: The Art of Hosting the Subtle, co-hosted by Narjara Thamiz, Gustavo Prudente, Jerry Nagel and me. Our time together was guided with the purpose of “joining together in a learning field to deepen  individual and collective capacity to host complexity.”  Implicit in that purpose statement is the notion that in order to host complexity well, we need to tune into, discern and understand the subtle, the energetics, the deeper patterns that are also at play.  Tapping into this in an intentional way has the potential to shift the nature of the work we are in and the results we achieve.

Openly talking about the subtle has challenged many of us in the work we do.  Too many times we have bumped up against hearing that this way of working is “woo-woo“. “Don’t want any of that “woo-woo” stuff here, we need practical results.”  Yet, when work is in flow, when it is emergent and generative, people understand that something different happened, that something impactful, useful and powerful has influenced the results, the actions flowing out of the work.  We have been trying to find ways to describe it, words and phrases that are understood and accepted in the world of business, government, non-profit.  Yet truly hosting from this deeper place is beyond words, beyond knowing and beyond not knowing.  This is the exploration that called us.  What does it means to access this place with intentionality, a place of presence.

The first time I explicitly remember hosting from a deeper place was with Jerry Nagel the first time we hosted together in Nova Scotia in 2011.  We looked beneath individual behaviours that were sparking to discover the patterns underneath, working with the subtle field.  Tapping into the deeper patterns elicited design ideas that produced a complete shift in energy, in relationship and conversation within the group.  We happened upon this through inquiry and, when we noticed the palpable shift in the space, became curious about what we had tapped into.

In my last post, I wrote about our design process, about being in the not knowing and riding the waves of emergence that kept surfacing during our time together at Hosting From a Deeper Place in Brazil.  It was all part of working with the subtle and working with the subtle went much deeper than that.

Some of the people who came, came because of an intense curiosity about the subtle, including people who have had near death experiences, experiences with shifts in consciousness, with tapping into different dimensions.  They arrived with curiosity about what we meant by the subtle, invisible forces, that which is before the naming.  Their experiences, our experiences, as diverse as the number of people who came.

The subtle field showed up, in subtle and not so subtle ways.  The beautiful property of Espaço Arco-Íris was designed for this kind of work and hosts groups in this kind of energetic field.

Despite interest from many parts of the world, the people who responded live in North and South America.  In our opening circle, Narjara remembered a dream she had in the early days of our conversation about this gathering.  She had dreamt of a condor, not knowing what it was, discovering the Hopi prophecy of the Eagle and the Condor, a meeting of cultures and energies, a shift from leadership from the mind (North America) to leadership from the heart (South America).

The hosting team designed for the first day and a half.  The third day was co-created with participants.  The fourth day was open space.  We were holding the mystical and practical in our field and this too showed up in the open space.  A session on tarot cards was offered for messages related to our gathering and other events in Brazil at the moment.  Jerry offered the flow game, a mystical tool itself applied to deep and often practical questions people bring as they host themselves.

I offered a question about spirit guides, guardian angels and power animals, what do they have to do with our work?  As I write this I notice my own tension between wanting to share this story and my uncertainty about how it will be perceived by people who read it, who were not there, wanting to honour the integrity of each of us who were part of this overall experience of Hosting From a Deeper Place, not all of whom were part of the session I called.

Taking a deep breath, I am continuing to share, inviting those who continue to read to bring your curiosity and open heartedness to what you read.

My open space session turned into two as someone in the circle shared that one of the participants channels a guardian and would we welcome the guardian into our circle with any messages meant for us?

the circle in the woods

Anita Gomes joined our circle, noticing that the guardian she channels was indicating she wanted to share with our circle.  The guardian’s name is Vó Antônia or Grandma Antônia. She is a “Preta Velha”, from Umbanda, a Brazilian religion that blends African religions with Catholicism, Spiritism, and considerable indigenous lore.

Vó Antônia is an old black woman with completely different characteristics and mannerisms than Anita.  She also has a lovely manner and a beautiful sense of humour.  Those in our now expanded circle had both personal questions and broader questions for her.

There were key messages that resonated for me.  Vó Antônia shared with us there is no need to doubt the existence of the subtle.  It is as real as the physical.  There are entities, beings, guides that support each and every one of us, whether we are aware of them or not. We are on the same team, we just live in different houses.  When asked if we should be looking for signs she told us it is long past the time when we need to look for signs.  No books falling off of shelves, windows being rattled, doors opening mysteriously, smoke signals being sent.  It is far simpler than we make it out to be.

We rely on our eyes too much. They give us false information. We look for physical beauty.  We look for ways to show how special we are, how gifted we are.  Seeing through the heart allows us to see through many false pretences.   Seeing in this way we will be in our knowing.  We will be able to trust our knowing, trust ourselves.

It is not too late to save the planet.  We are already working in service of the planet.  We do not need to be afraid.  As above, so below.  As within, so without.  As in the physical, so in the subtle.

Our gathering might seem small but its impact is significant.  When we leave, we simply need to keep doing what we are doing, seeing from the heart, knowing all is intertwined.  Walking the paths that call us, living purposefully, meaningfully, intentionally.  We are weaving the web of the past and the future together for the present moment.

For me, I came home from this experience in Brazil in the space of expansiveness, remembering from time to time to take a breath and sense beyond my physical form to where the boundaries blur and my consciousness swims, intermingled with other essences of and from the subtle.  To remember that it is not two separate things – the physical and the subtle – it is all part of the same essence, each in its own way.  To remember that my spiritual journey, my life journey, my career path are not separate things that I need to think about how to combine, work and the sacred are all essences of the same thing.

It was and is, of course, different for every one who was there.  The group is still alive and sparking in beautiful, interconnected ways of story sharing.  Many are sharing how they are hosting from a deeper place and what that means to them.  Most of us are still in the discovery of what it means, how it is showing up, how the subtle and the practical are dancing together in powerful, beautiful, noticeable ways.

We are curious to see what more the story is becoming, what more we are each becoming, individually and collectively.

And, while we were told we didn’t need to look for signs, the pictures taken on our last day in our opening circle outside showing orbs of light in the sky and around each person in the circle no matter where we were standing seems a pretty good reflection of the energy field expanded by our time together in exploration of the practical and the subtle.  Tricks of light or just light?  Simple, really.  Beauty and grace.  Expansiveness from the heart.

orb of light in the treesorbs of light