Worldview Awareness – Imagining the Possibilities

tug of war rope pixels

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.

World view eye pixels

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.

worldview awareness day panoramic

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.

Interrelationship of Circle-Triangle-Square

Many people are so frustrated working within hierarchy and bureaucracy that when they are introduced to beautiful engagement processes like World Cafe, Circle Practice and Open Space, a new love affair begins.  These methodologies are powerful in re-igniting passion, hearing every voice, creating mindful and thoughtful conversational spaces that take individuals and groups into new territory.

The love affair becomes a bit jaded when people begin to say, “Conversation is great, but what about doing something?  Where is the action in these methods?  Where does decision making rest?”  As if creating meaningful and relevant conversational space and decision making or action are mutually exclusive.  In many cases though, people haven’t figured out how to make them work well together.  It is not either/or.  It is and. What is the leadership and understanding necessary to find the balance that invites both broad based engagement and effective decision making leading to wise action and movement on initiatives, especially social change initiatives inside organizations and systems?  What does it take to truly shift the shape of the world we live and work in?

Recent conversation with with Toke Moeller and Bob Wing in Brazil has sparked my curiosity and reflection on the relationship between the circle, triangle and square that we often reference in the Art of Hosting.

The circle represents the social technologies that engage people in deeper, more inclusive ways, tapping into human longing for connection and meaning.  Circle is an ancient and universal symbol of unity, wholeness, infinity, the goddess, and feminine power. It represents the sacred.

The triangle represents  hierarchy and structure within which so much work happens and decision making takes place. When the triangle points upwards, it symbolizes fire, male power and the masculine archetype.  The energy of doing and of action.

The square represents the physical world in contrast to the sacred.  In relationship with the circle and triangle, the square represents new forms of governance, stewardship or strategic thinking partnerships.

Power of Circle-Triangle-Square Interrelationships

Much of the intention behind or underneath circle or engagement strategies is to share leadership and responsibility more broadly.  We are not always clear on what that means. Sharing it doesn’t mean foregoing it as sometimes happens as people begin to experiment and play with engagement strategies.  A point is often reached where things feel stalled because we are not always clear where decision making fits or how to do it well.

Sometimes change processes fail because leaders are not clear on how decisions will be made in conjunction with engagement methodologies. They then “take back” decision making which seems to disempower the move toward shared leadership and shared responsibility.

Yet, very little gets done without decisions being made.  Clarity around decision making allows for stronger relationships and more powerful work processes.  Understanding the need for and how the circle and the triangle work together creates the space for more intentionality in processes and relationships.

There is not just one form of decision making that should always be used.  Sometimes consensus decision making is the most appropriate decision mechanism.  Other times decision making will be vested in an individual or a team that sits elsewhere in the organizational structure.  The lack of clarity around who makes what decisions when and how information flows is more likely to lead to problems more than the type of decision making structure.  The degree of trust inside of the relationships also has an impact.  In organizations or systems where the trust is high, decisions are trusted and respected no matter who makes them.  In organizations or systems where the trust is low, of course decisions are questioned and sometimes disrespected.  Quality of relationship can be improved through the circle, thus supporting the triangle better.  Clear decision making processes improve quality of relationship.

The circle and triangle  are nested inside of the square.  If the square is equated to stewarding or governance, the role of the square is about holding space and perspective from a strategic, bigger picture point of view.  Not so active in the decision making structures or in the conversational space but bringing the awareness of deeper patterns that relate to or underly any given process, initiative or movement, providing insight and perspective that then feeds back into the engagement (circle) and decision making (triangle) processes.

The danger lies not in any of these specific shapes. It is in becoming enamoured with any one of them to the exclusion of the others or disenchanted with one to the point of not wanting to engage it at all.  As I consider the work in front of me now, I will bring this deeper curiousity about the interrelationship between the circle, triangle and square into my process and coaching considerations, particularly as it relates to new leadership competencies required in a rapidly changing world.