Are Our Systems Really Broken?

In my twenty years of consulting practice the idea that our systems are broken and need to be fixed has been ever-present. This was/is true of healthcare, finance, the environment and more. This has never been more true in my life time than right now when the question maybe is not about whether systems are broken but whether they are dying. Dying as part of normal, natural cycles of birth, growth, decay and death, including the last desperate gasps.

In the work I have been involved with over the last two decades (change management, systems thinking, strategic direction and culture shift), there has always been a curiosity and, more accurately, a fear about whether systems need to collapse entirely before something new emerges. We constantly want to fix things – systems, organizations and even (maybe especially) people.

Yet we know in times of crisis normal patterns of relationship can be interrupted; rules, policies, procedures and ways of working circumvented and results achieved faster than in normal, day to day circumstances where, even if the pace is fast, things do not seem to be accomplished quickly. These are conditions that consultants and organizations all over keep trying to replicate without crisis with varying degrees of success and more often failure.

Jerry Nagel and I often remind our clients that systems are perfectly designed to get the results they are getting and cultures are self-perpetuating. So, technically, the systems aren’t broken, but many are no longer delivering results we hope for or are satisfied with. Brexit, the US election, are perfect examples.

What happens, might happen, in total collapse? What ground would we stand on? How would we pick up the pieces and move forward? What if the collapse is so great there are almost no pieces to pick up – like the scenarios in the popular genre of dystopian novels and movies? In most works of fiction, no matter how desperate the aftermath of catastrophe, there are always some pieces to pick up.

Lately we have been using the 2 Loops of Systems Change, offered by Meg Wheatley and Deborah Frieze of the Berkana Institute, with our clients and there is an immediate resonance with the concepts and roles described.

Systems work in cycles – just like life itself. The length of time of the cycles may vary from a few years to decades to centuries and maybe even eons. There is a time of birth, growth, maturity, decay and eventually death. Think, for example, of farming. Originally it was hunter/gather, then people began to deliberately plant crops and farming in the form of small farms existed for a long time. It grew into industrial farming where it is almost impossible to sustain smaller farms. And we are back to a point where people want to track their food from farm to table, plant community gardens and eat organic.

New life is already being brought forth long before death, during the maturity or peak phase of a system. The seeds of the new already exist within the structures of the old. slide1

Innovators, trail blazers and pioneers are always playing around with new ideas. Some of those new ideas seem completely off the wall to many who are still reveling in the old system and do not yet see the need for the new or innovation. Think energy. During the oil crisis back in the 1970s and 80s, there was speculation that oil had peaked. During that time, there were people and small companies experimenting with other forms of energy – solar, wind, water. It was slow going for decades, some of the experimentation was expensive and there was not a lot of support for ideas that seemed crazy or impossible to some, especially to those attached to the old system. Forty years later, many of these forms of energy are now more cost effective and environmentally friendly than oil. It was not easy to see or believe in this possible future at the time.

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Embodying the 2 Loops of Systems Change

Innovators are often alone in their quests and many of their ideas fail. Since no idea is offered in complete isolation – others are also conceiving of ideas to address the same or similar challenges – a first step is in naming the innovators and beginning to connect them in networks. In this way they begin to learn with and from each other. They learn together through both success and failure and they are no longer in it alone.

As the need for innovation becomes more apparent and urgent, there are people within the mature or peak system who take notice and work within the current system to steward or champion the new ideas and the people who generate them to provide protection so this work can continue to advance. Sometimes the role is as a toxic handler – to keep the dysfunctionality of a system that is moving past its prime from interfering in the development of the new.

At the same time, one of the greatest roles in the mature system as it declines is in hospicing the old so it doesn’t completely collapse into chaos and so that that good is not thrown out with what no longer works. The biggest challenge in these days is who are the protectors, the stewards, the hospice workers? Will they/we be able to do this work or will the burden be too great, the rate of collapse now so swift that it will be a deep move into chaos?

As the tentative new innovations and ideas gain more strength and more form, as they begin to coalesce into new networks and communities of practice, it is critical to nurture the emerging life force that will influence and shape the new system. As momentum grows, this grows into a system of influence where choices become clear. Illuminating the choice between the old and the new gives curious and reluctant adopters of the new the opportunity to make this choice and as more and more people choose the new, the new system takes hold.

While I carry some anxieties in these early days of 2017 about our systems and our future, I also carry hope although I am not sure what it will take to release the old and gravitate toward the new. I do know 2017 is calling on us loud and clear to not be silent, to not just watch, but to stand up and be involved in the new systems that will call forth and support our humanity.

The pressing question in the days ahead is who are the innovators and trailblazers? How do we keep connecting people, ideas and networks in ways to build strength, momentum and opportunity? How can the old systems of influence, and people grasping for power, be prevented from crushing the new? And how do we create the stories of the new in ways that brings more people on board.

Are our systems failing us? The answer would appear to be yes. But not because they are broken, because they are coming to the end of their time. Will we be courageous enough to fight if necessary for what is waiting to be born?

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.

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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.

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?

The Importance of Resilience and How to Cultivate It – 10 Principles Overview

resilience

A favourite keynote of mine (and larger body of work too) is on resilience – why it’s important and how to cultivate greater resiliency. When I went looking for a formula or guide for resilience, I didn’t find any that spoke to me about my experience and the experience of my clients with resilience. Inquiring into what I was learning about resilience through my own experiences of shifting the shape of my life and through that of my resilient clients shifting the shape of their culture, team or organization, generated a definition and 10 lovely principles of resilience.

Resilience is the ability to find the inner strength to bounce back from a set back or challenge, to recover quickly from illness, change or misfortune and it is your sense of knowing that you have the resources and abilities to handle anything that comes your way. For many of us, this does not come easy. It comes with having survived and navigated many different curves in the road – some when we imagined we must have been through enough already.

Ten principles for cultivating resilience are listed below and each of these will become a little post on its own that you can look for over the next few weeks.

Principles of resilience:

1. Inquire into what works, especially what works for you – since we all have good stories about when we have rebounded or recovered from a set back. When you know what has worked for you and why, it helps you generate more and more of what works – principles from Appreciative Inquiry.

2. Notice your self talk – don’t believe everything you think. Your mind is a powerful tool and it often seems to have a mind of its own. Not really. You can program it. You can wrest back control and use it for your advantage rather than be at the whimsy of unintentional thoughts or stories.

3. Networks of support. We all have people who are our champions and biggest fans, who will catch us when we fall. Of course, you have to let them and that often means you also have to let them in.  Those walls you’ve created are meant to keep others out but what they really do is keep you in or insulated and, in the long run, that doesn’t work.

4. Be present. Lao Tzu offers this: if you are depressed you are living in the past; if you are anxious you are living in the future; if you are at peace, you are living in the present. It takes some conscious effort to keep yourself present in the moment and too often we allow ourselves, our minds, to wander to the past or the future. You will know where you let your mind go by how you feel.

5. Lean in – be aware of and still the voice of your inner judge. Running away from any problem only increases the distance from the solution. The easiest way to escape from a problem is to solve it.  Counter intuitive perhaps but true.

Jim Morrison - into fear

6. The Miracle of Story. You are always, always expressing yourself in story in one way or another. Usually you – most of us – are unintentional about how you do that. I love Charles Eisenstein’s reflection on story and miracles: “We have to create miracles. A miracle is not the intersession of an external divine agency in violation of the laws of physics. A miracle is simply something that is impossible from an old story but possible from within a new one. It is an expansion of what is possible.”

Not how the story will end

7. Intention. Develop clarity of intention, then let go of attachment to it. Hold it with lightness and see what shows up. Know it is an iterative process – you don’t just do this just once. Sorry. Or not. Depending on what’s showing up in the iterative process for you.

8. Act. Take steps. Look for openings, invitations and ease and also examine your limiting beliefs.

9. Life Throws Curve Balls. Just when you think you’ve got it all figured out. Everything is running smoothly and life begs to differ. As you welcome it all in, you sit with it in a different way. A more accepting way. Then those curve balls lose their power to completely throw you off course.

Soul knows how to heal

10. Nourish Yourself. In the Art of Hosting world, we often call this hosting self – the first of the four fold practices. Embrace it all.

Body-mind-spirit healing

Activation, Amplification, Acceleration

These three words – activation, amplification and acceleration – have been keywords of mine for awhile now.  2013 is the year I live into them fully and I am already the recipient of the delicious impact of them – which is why I am only now finishing a post I started at the beginning of the month, the beginning of the new year.

These words capture the essence for me of what time it is in the world, what is needed now and what so many of us are living into as we live and work in the ways that we do – fully, as authentically as we know how in any given moment, with heart.  Not trying to solve all the worlds problems, but focusing on what calls us.

These three words – activation, amplification and acceleration – are so alive in my experience of 2013 that they have caught me by surprise. So much is flowing I almost can’t keep track of it so I am learning to trust feeling the flow rather than thinking it.  One of the intentions I had held for 2012 was to become aware of and break patterns that no longer serve me and step into new patterns that serve me better.  As 2012  is still flowing into 2013, there are signs all around me that this intention has borne fruit.  A new pattern is learning how to breathe into flow rather than be overwhelmed by it, so I can continue to receive what wants to show up in the abundance in which it is being offered.

Activation happens individually and collectively.  What is it we want to give life to? What do we want to live and be?  What is it we want to do?  What is the vision of our life journey or path?

It is what happens when we gather to do meaningful work in the world.  We activate patterns.  We activate hope. We activate intention. We activate the possible.  What wants to emerge.  What wants to come to life.

We always have the potential to activate.  Often we do it unintentionally.  I and some of my good friends and colleagues are living into the question of what happens when we do it with intentionality and awareness.  Feeling this year is particularly about activating the mystical in step with the practical.  How do we live with a foot in both realms, each fueling and feeding the other?  And, for me, it is activating with boldness.  In 2009 when I articulated my purpose statement, the word “boldly” included itself – I boldly bring my healing gifts to the shifting shape of the world and the regeneration of its people.  It is only now, four years later, that I feel it truly activated in me and in how I am intending to show up in the world.

Amplification.  What happens when we activate together, in a collective field.  I can journey alone.  We can each work alone in our individual realms.  But, when we activate together we amplify the impact.   It becomes stronger and more powerful.  The energetic field is amplified. This is one reason we host with others.  More happens and more quickly.  The mystical expands and is amplified.  The practical moves more swiftly, carried by more people and stronger intention.

Amplification leads to acceleration.  Things happen faster.  Healing happens faster.  Not necessarily because we intend to go faster but because the conditions emerge for acceleration.  There is a discernment here between being busier at work and in our lives which comes simply from acting and doing, trying to do more, faster.  The kind of acceleration I mean here is the result of tending the field, the spiritual, the energetic, the mystical.  Grounded in this kind of energy, acceleration is the flow that naturally emerges as synergies occur and synchronicities appear.   The things beyond which we could have planned.  The people and events that show up in right time and right place.  As if they have been waiting for us or we have been waiting for each other.

heart on fire

I have been learning about these three words since I started using them a few years ago.  This is the year they are on fire for me.  They are part of what has inspired me to be in the journey of the offering of Hosting from a Deeper Place: The Art of Hosting the Subtle in Brazil at the end of February 2013.  A conversation that started years ago with my beautiful friend Narjara Thamiz and grew to include our co-hosts Gustavo Prudente and Jerry Nagel.  An offering that has seen many potential dates come and go until it finally landed in the first quarter of 2013.  An offering that has attracted friends and colleagues from Brazil, the United States and Canada.  An offering where we will lean into our not knowing, hold the space for emergence and where these three words – activate, amplify and accelerate – will be very much alive for me.

I am in wonder of how vibrant and alive life is as I learn to feel my way into it more, grow my own receptivity to what is emerging and live fully into the gifts I have to offer as this second half of my life continues to unfold in blessed and graced ways.  I am humbled and renewed every single day.