Workshop on Deep Democracy in Berlin

Deep Democracy White & Yellow Belt
Foundation Course
Berlin/Germany: January 26 - 27, 2010
Course Instructor: Myrna Lewis

Deep Democracy is coming to Germany for the first time: Team dynamics, decision-making, conflict resolution

Please register by January 21, 2010 online at: www.regonline.com/deep_democracy

Do you find that:

• The same issues or topics keep coming up-but without resolution?
• The conversations in the corridors or at tea are not being held in the meetings?
• The leadership and project teams try and progress but get stuck as the real issues are avoided?

Whether you are a leader, a coach, a facilitator, a consultant or simply a member of a team – Deep Democracy offers both a set of innovative tools and a world view that will enhance your effectiveness across all dimensions.

Deep Democracy is based on the work of psychologist and physicist, Arnold Mindell, whose concepts and principals have been demystified and adapted for laymen by clinical psychologists Myrna Lewis and her late husband Greg.

On a practical level Deep Democracy is an advanced form of facilitation that can be used by in a variety of ways to help both groups and individuals.

The Deep Democracy process differs from traditional problem-resolution techniques and classic (majority wins) democracy in that it doesn’t strive for compromise. Instead, it aims to build a real consensus across a group – a consensus which recognizes and takes note of the wisdom inherent in the minority’s viewpoint(s), rather than simply ignoring it or overriding it. Different too, from the main emphasis of large group intervention methodologies, in that it focuses heavily on the emotional, rather than rational level and aims to heighten awareness at an individual and group level of the secondary, or unconscious, processes occurring, as these more often than not hold the key to real progress.

Through a highly experiential approach you will gain awareness and experience of group dynamics and decision-making in groups.

Goals of the White and Yellow Belt training

The White and Yellow belt is the first level of training and provides the foundation for using this methodology.

Although each course follows its own unique path, you will learn how to:

Ø Improve group decision making and buy-in

Ø Read the dynamics affecting group interactions

Ø Inspire participation from everyone in your group

Ø Engage a group to create better quality decisions and reduce the ‘terrorist activity’ of disaffected group members, undermining the effectiveness of the group

Ø Recognise when there are underlying tensions and issues in the group that are getting in the way, and how to deal with them

Ø Gain the hidden wisdom of the minority

Ø Bring new creativity into your business, family and social circle

Ø Uncover inner resources you never knew you had

Who will benefit from attending?

This course is intended for consultants, coaches, managers, leaders and others who are interested in developing their skills in dealing with groups, making decisions and resolving conflict in order to promote change and transformation.

To book or for more information contact

Email: frauke.godat@the-hub.net

Call: 0176-50 47 88 06

Cost

Special introduction fee: 416,50€ (350€ + 19% VAT)

Includes workshop material and tea/coffee during the workshop.

Please register by January 21, 2010 online at: www.regonline.com/deep_democracy

Brief background of Deep Democracy

Deep Democracy is based on U.S. psychologist Arnold Mindell’s innovative work in Process Orientated Psychology. Myrna Lewis and her late husband, Greg, trained with Mindell in the early 1990s and as corporate consultants, they applied what they had learned to a unique situation: South Africa’s transition from apartheid to democracy in 1994.

The Lewises responded to these enormous challenges by adapting the complex science of Mindell’s Process Orientated Psychology and applying it to help a large national utility company make the leap into the New South Africa.

After Greg died in 2002, Myrna continued to refine the techniques they had created together to hone Deep Democracy into the straightforward, five-step methodology it is today.

In 2007 Deep Democracy was one of the 80 innovations show-cased in a United Nations publication “Africa Leads” as one of the innovations coming out of Africa.

Deep Democracy spread very quickly to other South African companies and beyond the South African borders. In 2007, Capgemini UK, one of the top 4 consulting firms consisting of over 50 000 consultants worldwide, incorporated Deep Democracy in their training technology. Today Deep Democracy is being used in 20 different countries from South Africa to Australia, New Zealand, the USA, Canada, Europe, the Middle East and India – from boardroom to classroom.

About the course instructor

Myrna Lewis has a B.A. degree in Social Work, Honours in Psychology and Masters Degree in Clinical Psychology. In 2001 Myrna received the Ashoka award from Ashoka Washington, USA. Ashoka recognises individuals who through their personal endeavours, uplift communities and facilitate social change. In 2008, Myrna was a finalist in the South African Women of the Year award and she also published her book “Inside the NO – Five Steps to Decisions that Last”.

More background information on Deep Democracy is available at http://deep-democracy.net/

Download our course flyer here.

Trust in Virtual Teams

Finally, we met. After nine months of successful and rich virtual collaboration, the team of Radical Inclusion met face to face. Not that we needed that meeting for issues of team building. But we all had the urge to look into each others faces, to hear the voices without delays and distorsions, and to have a couple of drinks together. So, it was good to come together as a team. But the trust was there, before. Most people who haven’t worked in virtual teams believe that a precondition for trust in teams is an initial face-to-face meeting. I don’t believe so anymore, rather do I believe that people use this argument because it helps them to maintain their bias against virtuality.

Let us think about people how build trust. A common way is to be influenced by the first visual expression we have, plus the additional information we get from our other senses (tone of voice, smell, etc.). Some of us are good at that and some of us are regularly fooled by their hormones or their presumptions (I am definitely one of those). That is what my colleague Jouke Kruijer who has done some research on the issue calls affect-based trust.

A second possibility to build trust is to analyse the information we have about this person plus his behavior and come to a more rational verdict (coginition-based trust).

And a third possibility is to observe team members’ behavior while working on joint projects. This is what Jouke calls swift trust. Are they reliable? Do they walk their talk? Do they take resposibility? How do they deal with conflicts, problems and shortfalls? All these questions can be answered in virtual teams as in face-to-face teams.

What brought us together was the Real Time Virtual Collaboration workshop on May 9, 2009. This was a workshop in which we were able to test and develop our collaboration patters. After the project was concluded successfully we knew that we wanted to continue as a team. We found new projects, and step by step we strengthened our relationships. We tested hundred of collaboration tools until we found the right mix (I will write a blog post about these next week, as a continuation of this post). We did not define any rules of collaboration but we worked on trust base.

Finally, it was time to meet and it was as if we had known for a long time…

(reposted from Radical Inclusion)

Using the Concept of Complex Adaptive Systems for Organizing a Kids Birthday party

Today, I came across a hilarious video of David Snowden on how to apply different systems perspectives when organizing a children's birthday party:

First Berlin Change Days

I would like to invite you to join the first Berlin Change Days (Nov. 9-10, 2009) in the Berlin Hub. This is a conference for practitioners, leaders and managers who would like to discuss aspects of change processes. CHANGE nowadays is a ‘buzz’ word, especially since President Obama has made it the focus of his campaign. Corperations, non-profit organizations, and administrations have all become aware that the complexity of change processes cannot be handled by single actors or small groups. This complexity exceeds both their decision as well as implementation capability of traditional management structures. There is a worldwide demand for internal and external support of change processes. The development of new tools and methods continues.

The programme of the 1st Berlin Change Days responds to the needs of practitioners who are involved in everyday change processes of organisations and social institutions, offering guidance for better results but also a longer term perspective for the development of human resources as well as internal and external structures. In two parallel streams, the programme entails events in English and German language. If you are passionate about change in business, government and society, the Berlin Change Days are the most important event this year – and hopefully in the future!

Do people resist change?

Steve Simpson writes in his Blog Inspiring Cultures:

Why do people resist change?

I think the answer to this is really simple... People resist change because of a combination of up to three reasons:

1. They don’t like their boss(es) - if people don't like those who are asking them to change, then despite the logical value of the change, people will resist out of retribution. This is all about the relationships
2. They don’t like the change itself. This can relate to two separate, but important aspects - the process by which the change was introduced or implemented (ie, the way in which it was done) and/or the content of what is proposed (ie, the what). For example, people will resist change if they feel they weren't consulted. They'll also resist if they feel the proposed change doesn't result in sufficiently important benefits (either to them or the organisation)
3. They don’t like the impact it will have on them. For example, change may mean extra work in a context where people are already very busy, or it might expose people's weaknesses within the 'new' environment. This is all about the ‘me’

I don't agree. I don't believe people resist change at all. I do believe that systems resist change - this is a typical pattern of complex systems, as a result of their auto-poietic behavior.

People have concerns, purposes and circumstances. If we acknowledge them, they will cooperate. If we neglect them, they will not cooperate.

But most people are not against change. Make a simple experiment with any group of people in an organization: Draw a matrix on the floor. One axis is about change in personal life (from "I seek for change in my life constantly" to "I love stability"), and the other axis is about change at work (from "I adapt easily when I am asked to be changed" to "I don't like to be changed"). Ask people to find their space on the grid. You will find that most people will be in the quadrant that says "I seek for change and I adapt easily", while they would say that their staff and bosses are in other quadrants. Isn't that a paradox?

Crowdsourcing and Systems Change

Today, I found a great blog post which links large systems change with the concept of crowdsourcing:

Crowdsourcing for Employee, Customer and Stakeholder Engagement

Crowdsourcing as a technique for gathering useful information stems from the concepts outlined in The Wisdom of Crowds, by James Surowiecki. Obviously, this is what Open Space Technology practioners (and those applying other large group intervention techniques) have been doing for the last 20 years. Now we have a new label for it! :)

The job of a leader in today’s hyperlinked and transparent organizational world is to instantiate the crowd’s intelligence and / or wisdom with a clearly-stated and purposeful mission and objective, and then listen ! This is where social software and methods like crowdsourcing can shine. They can and I believe will, eventually, replace or augment even the most sophisticated culture change initiative or surveys and diagnostics.

Amen!

Change Model 5: Change is a Roller Coaster You Can't Escape

Background

My main head ache with existing change models has been the linearity of most approaches. In it's simplest form, look at Kurt Lewin's change model (which I yet have to describe in this series - this is not a chronological approach): Unfreeze - Change - Freeze. 3 steps, a clear start and an end. But what if there is no clear start because the change process is not a project which has been designed and implemented by the Central Committee? What if there is no end because a new change process emerges before the last has been completed?

Change Model 4 (The Change Journey) partly answers these questions, in particular if it is about living in constant change. And it is probably the most radical model you can perceive - except maybe the model that says there is no change, don't even try it.... It is my favourite model but I do understand that some clients need more details that describe what actually needs to be done to make change happen.

A couple of years ago, I came across Chris Spies, a great thinker and practitioner in the field of non-violent conflict resolution. In his seminal text Resolutionary Change: The Art of Awakening Dormant Faculties in Others, he develops a model for developmental change. I took the liberty to take it a bit further and apply it to the change processes I am involved in as a consultant and a facilitator. The model presented here is based on the idea that if you are in an organizational change process, there are certain aspects in which the wider system has to be involved, there are other aspects where team rules needs to be development, and there is also the need for giving space for personal experiments and growth. Combine this with the main tasks that need to be done when operating in a changing environment, and you have my model.

The difference to other phased models is an obvious one: there is no starting point. This is less a proposition but a fact of life - like Open Space Technology principle #2: "Whatever happens is the only thing that could have." So, when you find yourself or your team or your organization in a change process, just have a look where you are on the map and start from there. But don't forget - all the other phases are important as well.

There isn't really a name of this model - maybe we should call it the "Rollercoaster Model"?



Phases (not to be meant linear)


Here are a couple of guiding questions, which you can utilize to reach a common understanding among the stakeholders of a change project:

1. Goals
What do we want to achieve?
What is the purpose?
What is the long-term benefit of achieving the goal?
Who should be involved in the implementation of the project?
Who might be positively or negatively affected by the change?

2. Check In – Establishing Trust
How is change generally perceived in this organization (threat, opportunity)?
What can we learn from other successful or failed change initiatives in this organization?
What resistance to change is emerging before the project has even started?
Which groups will likely make or break the change process?
What are their needs (see also 3. Analysis)?
What support from top management do we have (spearheading, role modeling)?

3. Analysis
What do we know about
- hopes and fears of the involved people
- impacts of the project – required changes in work processes, communication patterns, job descriptions, etc.
- early initiatives
- early adopters / potential change agents

4. Envisioning
Do we have the broad picture?
Where to will the change initiative lead us?
What is taking shape here? What future is emerging?
What is our best potential?

5. Review
Which processes must be changed? What do we need to let go?
What must be preserved? What is essential for the integrity of our organization?
What mistakes of the past must we not repeat?

6. Experiment
What pilots can we create to verify our strategy?
Which are the small and which are the big changes we need to implement?
What extra resources do we need to allocate to allow for experimentation?

7. Nurture
What leadership style do we need to adopt to make change possible?
What extra support do we need to give to those who carry the change forward (resources, time, training, rewards, incentives, etc.)

8. Coach and Mentor
How can we provide constant feedback to those at the front line?
What learning mechanisms do we need to effectively implement the change?

9. Celebrate
What are the essential milestones that will demonstrate success of the change initiative?
What is our culture of celebration and rewarding?

10. Monitor and Communicate
How do we know that we are on the right track? What are indicators of success? How will others see that we are achieving our goals?
What are new processes, products, requirements, standards, etc. that others need to be informed about?


Applicability

The Rollercoaster Model can be applied in any change process with a lot of diverse stakeholders. It is basically a check-up of where we are, what we need to do and what should not be forgotten.


Does the Model Relate to Complexity Theory?

Yes. It is systemic in its core but it could be misunderstood as a mechanistic model. Only if individual growth, team learning, and organizational development are harmonized, the change process can be successful and satisfying for those impacted by the change.

Strengths

• It is circular
• It takes into consideration change at different levels: Individual, Team, Organization and Environment
• It helps you define where you are

Weaknesses

• Because of it's phased structure, people tend to understand it as a linear model
• It might suggest that if all phases are well planned, the project will succeed
• It does not define roles and responsibilities
  

Change Model 4: Change Is A Journey On Which You Embark

Background

This model was developed by Vesa Purokuru. It is the base of a book that we are writing.

The Change Journey is a metaphor for the change process:

You choose a destination (India), set the direction, find a team, a sponsor, a vessel, food and things you might need on the way. You prepare and you set up sails to departure. On the way you constantly monitor the weather, the sea, the motivation of the crew and the environment. When needed you adjust sails and check the direction. In the course, you make new discoveries (America), find new people, and may change your direction, if that is right to get to the destination. In the end, the change journey is for the good of the organization, may be not for the good of all stakeholders.

What is the Change Journey?

• It helps me (& you) to understand constant changes and the complexity of today's work environment.
• It gives me (& you) confidence and "step by step" framework even it is impossible to predict what happens on the way.
• It will be my approach and attitude to face something new and unpredictable
• It gives me trust: I know where to start from.

Why do we think that change is a journey? In this complex and constantly changing world, we cannot manage, mandate or program changes the way we would like to. Neither can we sell new things or new thoughts successfully.

Most of today's work is not mechanistic and repeatable any more. Instead, most of nowadays work is based on thinking kind and fueled by enthusiasm, passion & dialogue.

What we can do is to invite people to co-create their futures. The more people you are able to invite, the more successful you will be in reaching your preferred destination.

By doing so it is difficult to predict precisely what will happen but it is sure that there are a lot of committed experts thinking the best possible solutions and innovations to create a sustainable future.

This journey is mainly about attitudes, and the belief in the power of self organization, passion and responsibility and that the most powerful processes of change happen at the micro level where relationships, interactions, small experiments and simple rules shape emergent patterns. The change journey leads and encourages us to trust in two things that are essential for change: people and processes.

In the journey we leave the concept of "change management" behind. Instead, we talk about "change facilitation". Although we do appreciate that their are actually a lot of tasks to be managed and planned in a change process, we would like to focus on the term "getting ready" for the change.

So, the Change Journey is about new attitudes and paradigms towards change but additionally it gives you suggestions what to do and how to do it if you have set your sails. There are advices how to create a roadmap for involvement, participation and first and foremost - how you can get ready for the journey yourself.


Phases

1. Preparation:
-Getting prepared for change journey: known and unknown
-Exploring & understanding reasons and alternatives
-finding common mind set: balance between top-down & bottom-up
-Choosing change models
-Finding right partners
-Agreeing the rules and principles
-Making first plans
-Discovering change forums

2. Starting the change journey:
-Getting everybody involved and engaged by joint planning,
-Understanding A to B journey
-First moves & actions towards the goal

3. Living the change journey:
-Living the new reality
-Using strengths
-Solving problems measuring and changing the change
-Becoming aware what works and what doesn’t

4. Creating skills for working in constant change:
-Learning from the experience,
-Developing new skills,
-Being prepared for future changes,
-Being able to change things fast


Applicability:

The Change Journey is applicable for highly complex change projects and for organizations that are aware that change has no end. It helps to identify those skills that are essential in situations of high uncertainty.


Does the model relate to complexity theory?

Yes. The model is based on the notion of complexibility. Change is perceived as a process of constant reevaluation.


Strengths

• The model does depart from the illusion of planability of change processes
• It is highly participatory
• It supports multiple leadership

Weaknesses

• no roles are defined
• the model might be perceived as exclusive - what about the people who are left out
• it does not give any guidance and therefore requires an organizational culture of risk taking

Storytelling and Design

This is a great presentation which I found at Frogpond's Blog about how we can co-create the future together by storytelling:

Story and Emergent Design

View more documents from Hugh Graham.

Change Model 3: John Kotter's 8 Steps of Leading Change

Background:

For leaders of organizations, managing change is an important strategic task. In the last ten years, there have been numerous studies which all confirmed that between 60-80% of all change projects fail fully or partly: either the objectives of the project are not achieved or the projects cannot be completed in time or on budget. Usually, a lot is at stake: money, personal reputation, and the health of the organization.

So, the 1 million dollar question for any change leader is: How can I make sure that my change project is successful? John Kotter, one of the leading management thinkers and writes has given his answer to this question by providing an eight step model for leading change. Except for the mother of all change models - Kurt Lewin's unfreeze-move-freeze, which I yet have to describe in this series - Kotter's eight steps model is probably the best known and the most applied.


Originator of the Model:

John Kotter, his book "Leading Change" (1996)



Phases of the Change Process (taken from strategicconnections.com):

John Kotter's 8 step process - an overview
Steps	Transformation Suggestions
1. Increase urgency	Examine market and competitive realities Identify and discuss crisis, potential crisis, or major opportunities Provide evidence from outside the organization that change is necessary
2. Build the Guiding Team	Assemble a group with enough power to lead the change effort Attract key change leaders by showing enthusiasm and commitment Encourage the group to work together as a team
3. Get the Vision Right	Create a vision to help direct the change effort Develop strategies for achieving that vision
4. Communicate for Buy-in	Build alignment and engagement through stories Use every vehicle possible to communicate the new vision and strategies Keep communication simple and heartfelt Teach new behaviors by the example of the guiding coalition
5. Empowering Action	Remove obstacles to the change Change systems and / or structures that work against the vision
6. Create short term wins	Plan for and achieve visible performance improvements Recognize and reward those involved in bringing the improvements to life
7. Do Not Let Up	Plan for and create visible performance improvements Recognize and reward personnel involved in the improvements Reinforce the behaviours shown that led to the improvements
8. Make Change Stick	Articulate the connections between the new behaviors and corporate success

Applicability:

The Kotter model can be applied for all top-down change processes, i.e. for projects that have been decided at the top management level of an organization. The US Army applied it to prepare the troops for the new forms of asymetrical threat.

Does the Model Relate to Complexity Theory?

No. Kotter's eight steps is a linear model that assumes predictability and manageability of change processes.


Strengths:

• Focus on buy-in of employees as the focus for success
• Clear steps which can give a guidance for the process
• Easy to understand
• Can be successful when all steps are well communicated
• Fits well into the culture of classical hierarchies
  

Weaknesses:

• The linearity of the model can lead to wrong assumptions.
  
• Once the process has started, it is difficult to change the direction.
  
• The model is clearly top-down, it gives no room for co-creation or other forms of true participation.
  
• Can lead to deep frustrations among employees if the stages of grief and individual needs are not taken into consideration.

More Resources:

Website of John Kotter.

Conference and World Café Meeting in Second Life

Yesterday, I had the opportunity to attend a conference on "Using Virtual Reality for Stakeholder Engagement", which was organized by PublicDecisions, taking place in Second Life. Not everybody of my readers know what Second Life, therefore, I provide a short explanation from Wikipedia:

Second Life (SL) is a virtual world developed by Linden Lab that launched on June 23, 2003 and is accessible via the Internet. A free client program called the Second Life Viewer enables its users, called Residents, to interact with each other through avatars. Residents can explore, meet other residents, socialize, participate in individual and group activities, and create and trade virtual property and services with one another, or travel throughout the world, which residents refer to as the grid.

Already quite early, Second Life attracted training providers, universities and other educational groups, and already more than a year ago, a World Café had been organized there. Yesterday's conference wasn't really a World Café but rather more a classical conference, with the following components

- Panel discussion on using virtual worlds for stakeholder engagement



- Field trips to interesting sites in SL for stakeholder engagement (I went to a project of Tufts university for citizen engagment in urban planning and the Centre for Virtual Native Lands, an education site about Native Americans)



- small focus groups discussion about the potential of virtual worlds in stakeholder engagement (this came as close as it gets to a World Café setting).



The conference went over six hours, quite a real and exhausting experience!

So, what are the pros and cons of virtual conferences/workhops in Second Life?

Pros:
- Second Life facilitatates the use of either voice or chat technologies to interact. The quality of voice transmission is rather good, so the experience is quite close to meeting people.
- People identify with their avatar so it feels like "being there".
- Through integration of other media such as videos, embedded websites, information notes, etc. one can create an environment that supports different learning styles

Cons:
- The barrier of entry is quite high, in particular for people who are not technology savvy.
- Creating the environment for a learning/meeting experience can be quite time and money consuming. However there are some places which are open for use to the public, in particular for non-profit organizations (Such as Squirrel Island). The organizers of yesterday's conference had quite a large support staff on site.

It goes without saying that Second Life conferences/workshops, like real life workshops need skilled facilitators to create an environment that is conducive for meaningful conversations.

I wonder what it takes to organize an Open Space Technology workshop in SL.

7 Dimensions: Principal Skills of Change Facilitators

Some months ago, Nils Atle Krokeide, Bernd Weber and I sat together and tried to define what are the general skills of a change facilitator. This is what we came up with:

Dimension 1: Ability to Grasp Clients’ Needs

Key Aspects:
The ability to grasp or understand a client’s needs is the precondition for the design and redesign of the change process. The skilled change facilitator is aware of the fact that that the client’s needs will rarely be fully revealed nor fully known neither by the client nor by the facilitator. The Client-Facilitator System must be able to perceive these needs as fully as possible and to formulate and to document these needs as they are developing. This is the basis for the initial proposal to the client. The facilitated system understands that needs will continually be uncovered, revealed and developed during the change process and requires regular adjustments (contracting).

Related Skills:

• Empathy
• Ability to understand context specific culture
• Analysis of the need system, e.g. stakeholder needs, functional needs, basic individual needs, business needs,
• Identification of compatibility, contradictions and potential conflicts
• Interview techniques e.g. systemic questioning
• Tools for documentations and monitoring of changing needs
• Informal and formal information gathering
• Sensitivity for the clash of intra-organizational cultures, traditions and rituals.

Dimension 2: Contracting Process

Key Aspects:
The traditional understanding of consultancy sees “contracting” as one step in the consultancy process which ends with a signature. The Change-Facilitator understands that contracting includes the whole process of creating, maintaining and changing the professional relationship between facilitator and client. In this light contracting starts with the first contact and ends only with the facilitation process. CONTRACTING turns out to be “The full assignment management process”, combining project and relationship management.

Related Skills:

• Have an ear for the (changing) client’s needs, budgeting, conflict management, analysis of documentation, intercultural communication, differentiation of roles (customer/process owner/client/key actors, etc.), dealing with role complexity, proposal writing, structure of contracts, differentiate and facilitate the formal and the informal contracting (informal shifting of contracts, formal re-definition of contracts, intermediate and final contracts).
• Contract context analysis
• Contract structure, examples of real contracts
• Frame contract, intervention contracts and TORs
• (Self-) monitoring of contract development
• Sales and negotiation strategies

Dimension 3: Dealing with Complexity

Key Aspects:
The concept of complexity in change facilitation is based on system theory applied to the social field. Whereas in everyday contexts the polarity is seen as being SIMPLE vs. COMPLICATED, COMPLEXITY is a BEHAVIOUR that can be observed also in simple systems. In complex systems the relation between cause and effect (= the system’s behaviour) is non-linear. Logical analysis of social systems such as organizations is not enough. Complex systems tend to show chaotic behaviour. That is one reason why they are not easily manageable. The systemic approach is holistic and proved to be successful for dealing with complex systems.
Complexity may, for example, grow by increasing diversity in the stakeholder system, by growing amount and intensity of interconnections (feedback-loops) between the elements of the system, but also by growing uncertainty by changing roles or increasing role-mix of individual actors etc.

Experienced facilitators know: “People do not resist change, systems do.”

Related Skills:

• Identification of logical and non-logical aspects of group and organization behaviour.
• The principles of occidental logical thinking. Hierarchy as the social construction that manages may create and manage complicated systems, but fails with regard to complex behaviour of real social systems
• Examples for non-logical thinking traditions (e.g. occidental: dialectics, Gestalt-Theory and oriental: Yin-Yang thinking)
• Complex behaviour of organizations and institutions: functional complexity
• Intra-individual complexity
• Dealing with and separating different levels of complexity in change (Ralph Stacey and David Snowden models).
• Intervention design and implementation that uses logical and non-logical strategies

Dimension 4: Design of Change Interventions

Key Aspects:
Change in organizations happens simultaneously at different levels: individuals change their beliefs, skills and attitudes; they have to let go of old habits and welcome new ones. Teams establish new rules, processes and relationships. The organization as a whole might change culture, structure and leadership models. The skilled change facilitator is able to think multi-dimensionally and to translate the client’s needs into a sequence of interventions that has to be designed with care, creativity and respect which addresses these different levels of change.

Related Skills of a Change Facilitator:

• Systems thinking
• Ability to communicate at different hierarchical levels (shop floor to board room)
• Broad knowledge of change facilitation intervention techniques
• Flexibility in design and redesign
• Methods for co-creating intervention designs together with clients and for getting their ownership
• Project management skills
• Conceptualization and drafting skills
• Ability to use different graphical and presentation software
• Creating a change facilitation plan

Dimension 5: Implementation of Change Processes

Key Aspects:
In change processes, roles are not stable. As a consequence, change facilitators are the implementers of change strategies. Although the client is the owner of the change process, they hold us accountable for success or failure. This contradiction is a fact. The facilitator may initiate, plan, organise and carry out specific interventions such as training courses, expert consultations, coaching, facilitation of workshops, design of communication strategies, steering of the process, trust building, creating and supporting communities of practice, and much more. The classical division between process and expert consultant has been replaced by a holistic role model of the change facilitator, who is a true multi-artist.

Related Skills:

• Training skills (online and face-to-face)
• Facilitation skills (online and face-to-face; classical and whole systems change)
• Coaching skills (online and face-to-face)
• Expert consulting skills and knowledge (online and face-to-face)
• Project management skills
• Conflict management and mediation skills
• Ability to recognize own strengths and weaknesses and flexibility to assemble the right team to do the job
• High frustration tolerance within an environment characterised by uncertainty, low transparency and open or hidden power struggles
• Broad spectrum of change models and intervention methods, including paradox interventions
• Facilitation of interventions for personal development
• Ability to tailor-make new interventions that respond to the client system’s situation and facilitate experiential learning
• Ability to hold time and space – allowing the right things to emerge (whatever happens is the right thing...)
• Ability to consequently apply the minimum intervention principle - do one thing less

Dimension 6: Roles and attitudes

Key Aspects:
The skilled facilitator is able to differentiate behaviour, role, function and position in organizations. In everyday communications in organizations, these concepts are used in a clouded way. When the organization starts to change, this might prove not to be functional any longer.

Facilitators are able to perceive and to communicate which role mixes are assigned to them by the client and to negotiate change of roles according to the systemic needs. This process requires a set of attitudes which are accessible for the facilitator all the time: being a servant, humbleness, ability to be a warrior and a healer, reliability, persistency, being a continuous learner and curiosity.

Related Skills:

• Self-reflection and insight of one’s own changeability
• Determination to stay the course
• Goal and success orientation
• Empathy
• Ability to identify and communicate the difference between behaviour, role, function and position in organizational change processes

Dimension 7: Change models

Key Aspects:
Presently there exist a variety of change models starting from Kurt Lewin’s classical unfreeze-change-freeze model up to recent models such as Theory U of Otto Scharmer, etc. The skilled change facilitator is aware of the fact that “THE correct model” does not exist.

Related Skills:

• To identify the change models that lies in fact behind the client’s interventions realized before the contracting the facilitator
• The ability to decide what kind of change models which will support change interventions in different situations and contexts of the client’s system.

Change Model 2: The Grief Cycle

Background:

The most common myth about change is that we resist it, but this is a misunderstanding of change. Change is an event. Change is a point in time when something old stops and something new begins. What people resist is not the change itself, but the impacts of change. (Lucy Garrick).

Change can be chosen, emergent, or imposed. This model is about imposed change, or, more specifically, about the emotional response of people to change. In essence, the model suggests that people go through several phases of a process when change is imposed. Change leaders need to acknowledge and recognize these stages and offer support that corresponds with the specific need people have in a respective phase of the grief cycle.

Originally, the model was developed by Elisabeth Kuebler-Ross (see below) in order to describe the phases which terminally ill people undergo after they have learned that they are going to die. "We can clearly observe similar reactions to those explained by Kübler-Ross's grief model in people confronted with far less serious traumas than death and bereavement, such as by work redundancy, enforced relocation, crime and punishment, disability and injury, relationship break-up, financial despair and bankruptcy, etc.," (from: Buinessballs), and in particular in processes of inforced change.

Leaders of change processes need to recognize each of the stages in order to implement the appropriate interventions. For example, when people are in anger stage, they won't be very susceptible for communication that tries to sell them the benefits of the change. The model calls for respecting emotions of people and responding to them rather then impleme

Image via Wikipedia

nting a just rational, inflexible change programme.

Creators of the Model:

Elisabeth Kuebler-Ross: on Death and Dying (1969). The model has found its way into management and organizational dynamics but I have no idea who to give the credit for. Do you know who was the first person who applied for change processes in organizations?


Phases of the Change Process (adapted from Wikipedia):

1) Shock: Shock is a first reaction to a change projected that is announced to people. Sometimes this is not the initial reaction to an announced change but the entire cycle only starts when people realize what the change means to them personally. Example - "My God!"; ""What?"

2) Denial: Denial is usually only a temporary defense for the individual. Example - "I feel fine."; "This can't be happening, not to me."

3) Anger: Once in the second stage, the individual recognizes that denial cannot continue. Because of anger, the person is very difficult to care for due to misplaced feelings of rage and envy. Example - "Why me? It's not fair!"; "How can this happen to me?"; "Who is to blame?"

4) Bargaining: The third stage involves the hope that the individual can somehow postpone, delay or neutralize the change, or to get an adequate compensation. Example - "What's in it for me?"; "What does that mean for my future?"; "What can I do?"

5) Depression: During the fourth stage, the dying person begins to understand the certainty of change. Because of this, the individual may become silent, refuse dialogue and spend much among peers who feel the same. It is an important time for grieving that must be processed. Example - "I'm so sad, why bother with anything?"; "What's the point?"; "They are doing this to us, whether we want or not."

6) Acceptance: This final stage comes with peace and understanding of the change that is approaching.People buy-in and start to become pro-active gain. Example - "It's going to be okay."; "I can't fight it, I may as well prepare for it."

Does the Model Relate to Complexity Theory?

No. The model is a linear one, describing the behavior of individuals on a clearly defined path. However, the cycle of grief can enrich a systemic model of change that tries to explain what actually happens in organizations. So, like a weather model can explain why a thunderstorm happens, Kuebler-Ross' cycle can explain why people do not cooperate in certain stages of the change, particularly when combined with a human needs model such as the one of Manfred Max-Neef that I favor.

Applicability:

The model comes in handy as a roadmap for leaders who want to understand their people. It gives suggestions on when to give emotionally support, when to decrease the speed of change and when to accelerate.

Strengths:

• The model helps leaders to put their focus on the individuals. It is individuals who can make or break the change.
• It shows clearly that communication and involvement needs vary according to the phase of the change project. It gives lots of room for flexibility to chose the appropriate intervention.
  

Weaknesses

• It is a model that has been transferred from terminally ill people. The decisive difference to change management situations is that terminal ill people cannot escape while people in change processes might indeed have other options.
• The model only focuses on the negative aspects of change. We know from scoial constructionism (as applied in Appreciative Inquiry) that those things on which we focus get stronger.
• The model which was originally not meant to be applied for change processes does not take into account the wider environment and external change drivers.
  

PLEASE DISCUSS THE MODELS: WHAT ARE YOUR EXPERIENCES?

Change Model 1: The 4D Model (Appreciative Inquiry)

Background:

The 4-D Model is based on Appreciative Inquiry (AI) which is a larger framework for human or organizational change. Like AI itself, it is based on a shift in paradigms on human interaction. The core can be captured in the idea that we create the world as we describe it. If many people in an organization think that this is a torture chamber, they will feel physical pain when they enter the door of this organization. If the same people think this is a great place to work, it will be.

Alana Karran writes about the difference between problem and outcome orientation approaches:

The other primary orientation is the Outcome Orientation, also known as the Collaborative-Creating Orientation. The focus of this orientation is the vision of the organization. What is focused on has a great impact on the emergent experience. Focus, or intention evokes an emotional response that drives behavior. This behavior reinforces the intention. Because systems are circular and feedback loops return to their point of orientation, this cycle continues indefinitely unless there is a change of focus. The principle of feedforward also applies, as the focus influences the future.

In the Collaborative-Creating Orientation, focusing on the vision engages passion and desire to manifest the intended outcome. When members of an organization have a shared vision and shared meaning this passion infuses the entire system because what affects a part, affects the whole. Biological systems are creative in nature and creativity happens collaboratively, most often in some form of community. Highly functioning organizations with a deep sense of community thrive from this orientation as the vision sparks passion, which creates authentic action moving the whole system closer to the vision exponentially.

Creators of the Model:
Suresh Srivastva, Ron Fry, and David Cooperrider, 1990

Phases of the Change Process: (taken from new-paradigm.co.uk)
Discover—people talk to one another, often via structured interviews, to discover the times when the organisation is at its best. These stories are told as richly as possible.

Dream—the dream phase is often run as a large group conference where people are encouraged to envision the organisation as if the peak moments discovered in the ‘discover’ phase were the norm rather than exceptional.

Design—a small team is empowered to go away and design ways of creating the organisation dreamed in the conference(s).

Destiny—the final phase is to implement the changes.




Does the Model Relate to Complexity Theory?

AI and the 4D-Model are deeply rooted in complexity theory. The underlying principle of simultaneity (change of mind and change of organizations happen at the same time) and the principle of poetry (the story of organizations can be recreated in conversations) relate to a basic systemic process: organizations can not be described as the sum of its parts but only as a whole.

Applicability:

The model has been applied to many different kind of organizations, from the profit (e.g., British Airways) and non-profit (United Nations) sectors. It is suitable for a wide range of transformation processes, including quality management, vision/mission/value creation, improvement of collaboration, etc.

Strengths:

• The 4D-model works with what exists already in organizations. People can easily relate to their past success stories and link them to what they want for the future.
• It is highly participatory and inclusive and respects different views and values.
• The results of a 4D process are directly action oriented.
• It creates energy and enhances motivation of people involved.

Weaknesses:

• The model is more related to the past and present than to the future.
• It does not include a wake-up call. Problems and challenges, although not denied, do not receive the same attention than visions.
• The quality of results varies and depends on many factors. AI requires a highly skilled facilitator to make sure that the output of the process satisfies the expectations of the process owner.
  

More resources:




Website of Appreciative Inquiry Commons
Case Study: AI at World Vision
Timeline of Appreciative Inquiry

Related articles by Zemanta

• Appreciative Inquiry - Tools and Methods (LearnThis.ca)

Photo of David Cooperrider: Ovationnet

PLEASE DISCUSS THE MODELS: WHAT ARE YOUR EXPERIENCES?

Change Models: A Systems Perspective

Like other people who collect stamps, I collect change models. I find it interesting and fascinating how much energy and passion people put in the development of a conclusive generalization in what happens during a process of complex organizational or political change. And most of the models make a lot of sense - in certain contexts, organizational cultures or applied to a specific issue that the organization needs to address. However, I haven't found a model yet (and I believe I will never find it) that is applicable to all different situations on the ground. Or, maybe better: although many models might be applied to all kinds of contexts, the result of this application in terms of an improved organization or political process is not always satisfactory to
either the client or the people who are impacted by the change process. I can't believe that some consultants still have only "their" model in their briefcases.

Let us first have a closer look at why no change model can be a panacea and then have a look at different change models and evaluate them in terms of popularity and applicability. There is no finally proven scientific concept of change - as their is no universally valid sociological model that explains human groups or societies - because change happens in complex social systems. The behavior of highly complex social systems can be described and modelled but not exactly predicted and it looks like that it will never be possible to do so. All change models that do not take into account the enormous complexity and final unpredictability of human systems might help to understand certain aspects of how a system reacts to a change driver but it will evidently fall short to produce repeatable explanations that are valid and accepted for all different stakeholders. Present the same model to 10 different people in an organization and you will hear 10 different interpretations of it. You might say now - if a change model fails which does not take into account complexity theory, can't we then find a universally valid change model that respects the laws of complexity theory?

Well, there are indeed a variety of complexity theory based change models. Problem is that complexity theory is a very young discipline which developed over the last 30 years, originally based on the mathematical description of theoretical or artifiically created systems. Since then, complexity science (vulgo: Chaos Theory) has been expanded but those theorems that have been proven experimentally are not that specific enough to explain every aspect of a a system's behavior. (John Smart says: "Most prediction is a predictable failure."). Let us look at what seems to be the scientifically agreed fundament of systems theory. These theorems are not taken from a text book but I wrote them up. So, as I am not a complexity scientist, please tear me apart if you can:

1. Complex systems consist of different, interconnected and interdependent parts.
2. Complex systems show non-linear behavior.
3. Complex systems are not stable; if they look stable, they are in a state of equilibrium.
4. Emergent phenomena are a common feature of complex systems not because they are magic but because we lack the computational power to exactly predict the behavior of the system.
5. Social systems are complex per definitionem.
6. You need a specific model for each kind of system to compute/predict its behavior. The more complex the system the more we depend on empiric findings to establish a specific model. Any prediction can only be an approximation.

Because of theorem No. 6, no model for organizational or political change can be universally applicable to more than a limited set of change processes. Practice will show its validity.

In the next weeks, I will publish a series of blog posts that describe different change models, their background, theoretical foundation, applicability, field validation.

The Change Journey Continues

For the last days I had the pleasure to work together with my friend and colleague Vesa Purokuru from HUMAP Ltd. and with Antti Huntus on our joint project THE CHANGE JOURNEY. The Change Journey is an innovative concept on how to live the change in turbulent times.

We weren't alone. As we are co-authoring our book on a wiki, we invited outsiders to join us for 48 hours in our writing. And 20 people from around the globe did. Here is a first idea of the phases of THE CHANGE JOURNEY:



* Getting prepared for the journey
* Depart for the journey
* Living in constant change
* Creating skills for working in constant change

1. Preparation:

-Getting prepared for change journey: known and unknown
-Exploring & understanding reasons and alternatives
-finding common mind set: balance between top-down & bottom-up
-Choosing change models
-Finding right partners
-Agreeing the rules and principles
-Making first plans
-Discovering change forums

2. Starting the change journey:
-Getting everybody involved and engaged by joint planning,
-Understanding A to B journey
-First moves & actions towards the goal

3. Living the change journey:
-Living the new reality
-Using strengths
-Solving problems measuring and changing the change
-Becoming aware what works and what doesn’t

4. Creating skills for working in constant change:
-Learning from the experience,
-Developing new skills,
-Being prepared for future changes,
-Being able to change things fast

More to come soon.

It fits well that this morning I found an interesting blog post fro Bill Taylor at Harvard Business:

The 10 Questions Every Change Agent Must Answer. These are the questions.

Please read the full article to get more information:

1. Do you see opportunities the competition doesn't see?
2. Do you have new ideas about where to look for new ideas?
3. Are you the most of anything?
4. If your company went out of business tomorrow, who would miss you and why?
5. Have you figured out how your organization's history can help to shape its future?
6. Can your customers live without you?
7. Do you treat different customers differently?
8. Are you getting the best contributions from the most people?
9. Are you consistent in your commitment to change?
10. Are you learning as fast as the world is changing?

Facilitating Virtual Collaboration

Image via Wikipedia

Facilitating Virtual Collaboration

Keble College Oxford

September 18, 2009, 9.00-17.00

Virtual collaboration tools have mushroomed and matured at the same time. There are thousands of tools and platforms such as online conference systems, blogs, wikis, chat rooms, forums, social networks, social bookmarking sites, files sharing, etc., which allow small and big groups to work together for a common goal. Many profit and non-profit organizations are using such tools for communication and collaboration with their internal and external stakeholders. In the future, most workshops, seminars, conferences will have a virtual component. Other events will be entirely online. Besides real-time events, the demand for facilitation of asynchronous processes of organizational development is high.

We offer you a practice oriented seminar to upgrade your skills for navigation and communication in the virtual world.

Objectives:
The participants, upon finishing the session, will be able to

• ...understand the importance of social media for transformative change
• ...apply different social media tools in their own work
• ...create meaningful content on the web
• ...linking up to different social networks on the Web
• ...initiate change processes by using social media
• ...apply different social media tools in their own work as change facilitators

Workshop Agenda:

• Web 2.0: How social media are changing the world (presentation)
• Exercise: Exploring the world of social media (small groups)
• The how and what of blogging (hands on learning)
• Creating meaningful content: working with videos, podcasts, slideshows, mindmaps and other interactive Web media (hand on learning)
• Creating social networks that move people to action (hands on learning)
  
• Microblogging: creating a world brain (interactive exercise)
• How to broaden virtual facilitation and networking skills for change processes (group discussion)

Trainers:
Holger Nauheimer and Sofia Bustamante (Radical Inclusion)

Participation Fee: £ 350
Early registration fee (ends July 15, 2009): £ 280

Register here.
Please contact holger@change-facilitation.org for more information.

Collective Intelligence

If you have 30 minutes of your precious time and want to use it for learning, I recommend to watch this video of Jean-François Noubel, speaking at the Global Human Resources forum, Seoul, South Korea, Oct. 2007 on collective intelligence, and 21st century organizations:

Introduction to Collective Intelligence from TheTransitioner on Vimeo.

Tweetup Report: The Change Journey

This is the main thread of our 10-tweets training workshop of June 3 on THE CHANGE JOURNEY. We discussed along the lines of some statements I made around change and collaboration. The entire experiment took about one our and can be followed up at TweetGrid. Click on the embedded links to get more information on the background of my statements.

hnauheimer No time for change management: Predicting the economy is more difficult than forecasting weather http://bit.ly/k5e79

lucy2shoes: @hnauheimer experience as enemy of rapid change reminds me of Otto Scharmer on hyper complexity, patterns of the past no longer useful

lucy2shoes: RT @hnauheimer: alternative to change management is tapping the sources of innovation. http://tinyurl.com/qhsv9t

hnauheimer Change happens whether welcomed or not. "In times of rapid change, experience could be your worst
enemy.” J. Paul Getty

hnauheimer RT @StephenRCovey We do not see the world as it is; we see the world as we are. Furthermore, our head creates our world

carlplant: @hnauheimer yes and also the questions we ask ourselves or others governs how we describe the world around us, problem vs solution focused!

arnoldbeekes: @hnauheimer new thinking also requires the changing of old beliefs

hnauheimer Change is a mental construct. Organizations need new thinking, co-created in a dialogue:

johankjork: @hnauheimer love this video!! thats how we work with change management radical involvement and inclusion in the future!

arnoldbeekes: The book The Iconoclast talks about new experiences/environment which is needed for a new perspective

hnauheimer “If you’re looking for a role model in a complex world, you could do worse than to imitate a bee” http://bit.ly/hTTEM

cj76530: @hnauheimer either imitate a bee … or investigate the tao te ching for ideas http://taooftheday.com/

hnauheimer Widen the circle of involvement as much as possible: Connect people to the content and to each other @rtvc_wks

hnauheimer Create encounters where the new thinking may happen (radical inclusion), in physical/virtual spaces http://bit.ly/mSCls

TheTransitioner: Reading conclusions of the real time virtual conference of may 9. @hnauheimer. ?rtvc. http://is.gd/NkGW Great use of tools. Want to play!

hnauheimer All people have purposes, concerns, circumstances. Being appreciated, they will collaborate: http://bit.ly/Nxvrh

Maria_G: @hnauheimer If you help others see the "win" for themselves, they stop resisting the change.

lucy2shoes: appreciate each other's intentions, efforts, strengths, engagement .. .. what else?

hnauheimer New leaders embrace self-organization, nurture emergence & increase the system’s requisite variety
http://bit.ly/16P0DS


hnauheimer In 21^st century organizations, people need a new consciousness to serve as leaders as well as supporters
(@jascharohr)

lucy2shoes: @hnauheimer leaders need new collaboration skills too, institutuional sharing of knowledge and ideas as a resource.

TheTransitioner: @Balanor Agree what you say on emergence. the context is balance inside organizations. Following the conversation on#cj01

sheriherndon: Love this question - RT @thetransitioner What is the right balance in between emergence and structure?

10 Tweets Seminar on The Change Journey

On Wednesday, June 3, at 1 pm EST / 17.00 GMT, I will hold a 10 Tweets seminar on contemporary concepts of change facilitation. The seminar will be delivered through Twitter, i.e. I will post 10 tweets in a short time. The tweets will contain main messages and links to further resources.

Content:
* Why change has changed
* Why we can't manage change
* New leadership skills
* Transformation of organizations

To follow the seminar, just follow me on Twitter, or follow the hashtag #cj01.

The seminar will take about one hour and involves some reading from your side, and a short video. You can follow the seminar in real-time or asynchronously.

Jascha Rohr: Unfolding Individual & Collective Potential in Corporations

I attended a presentation of Jascha Rohr (@jaschrohr) at the Berlin Hub on Unfolding Individual & Collective Potential in Corporations. During the presentation, I twittered the main statements and ideas of Jascha's German keynote, which I document, comment and annotate here (my original tweets in bold). You can read the entire tweetstream here.

Photo: www.partizipativ-gestalten.de

@jascharohr starts with a question: are bees or ants happy?

That is a real good question to reflect about. I mean, we all know that bees' and ants' brains are probably not made to feel emotions. But if we just assume for a moment that bees and ants would have the ability to feel, what would they feel, in particular, what would the worker ants and bees feel? Would they be proud and happy to be part of a greater good?

Reading an impressive article of National Geographic on swarm theory, I am not sure whether Jascha's underlying hypothesis hold: that there are power structures in bees or ants colonies. The author of this article says:

One key to an ant colony, for example, is that no one's in charge. No generals command ant warriors. No managers boss ant workers. The queen plays no role except to lay eggs. Even with half a million ants, a colony functions just fine with no management at all—at least none that we would recognize. It relies instead upon countless interactions between individual ants, each of which is following simple rules of thumb. Scientists describe such a system as self-organizing.

When you are 1 in a million in China, there 1300 of you. @jascharohr refers to Shift Happens.

"Shift Happens" has become one of the most quoted videos on change of society and culture. It has changed the way we look at our closest future. I just learned there is an updated version:

This year there will be 4 extrabyte of new information, more than was generated in last 5000 years.

Another quote from Shift Happens which shows us how quickly what our knowledge will be outdated.

However, I wanted to know more. A Google search on "Growth of Human Knowledge" did not reveal anything satisfying. So, this was the decisive moment of testing www.wolframalpha.com, the new "intelligent" search engine which has had a lot of (rather bad than good) PR during the last days. It reveals the following interesting information:

Input interpretation:

---

---

Value:

---

---

---

---

---

---

Comparisons:

---

---

A counter scenario to continuous exponential growth: Peak Oil Theory.

Peak oil is the point in time when the maximum rate of global petroleum extraction is reached, after which the rate of production enters terminal decline. The concept is based on the observed production rates of individual oil wells, and the combined production rate of a field of related oil wells. The aggregate production rate from an oil field over time usually grows exponentially until the rate peaks and then declines—sometimes rapidly—until the field is depleted. This concept is derived from the Hubbert curve, and has been shown to be applicable to the sum of a nation’s domestic production rate, and is similarly applied to the global rate of petroleum production. Peak oil is often confused with oil depletion; peak oil is the point of maximum production while depletion refers to a period of falling reserves and supply. (Text and image from Wikipedia.org)

Whatever growth theory is right: We will have to deal with accelerating change - what does that mean for organizations?

At this point, Jascha went to the core of his presentation - what organizational forms do we need in the 21st century, in times of great uncertainty and growing complexity.

Consciousness is the skill of reflexive mindfulness. Is the consciousness of an organization only the sum of individuals or more?

3 levels of organizational consciousness based on the concept of David Deida and #spiraldynamics

David Deida is acknowledged as one of the most insightful and provocative spiritual teachers of our time, best-selling author David Deida continues to revolutionize the way that men and women grow spiritually and sexually. His teachings and writings on a radically practical spirituality for our time have been hailed as among the most original and authentic contributions to personal and spiritual growth currently available. (from Deida's own short biography)

Spiral Dynamics is an evolutionary model of human development which can be applied to individuals, societies and organizations. Originally conceived by Clare Graves in the sixties, it was taken up and further developed by Chris Cowan and Don Beck (the two guys, after having collaborated and published a seminal book on the topic, parted in conflict). We have published a case study on the Lebanese history based on Spiral Dynamics.

Level 1: The level of clearly prescribed roles, clear hierarchies, clear job descriptions. These organizations are efficient.

In Spiral Dynamics, we call those entities "blue organizations". They are organizations where trust is developed by rules and hierarchies. If you stick to rules you know that you are on the right track. Level 1 organizations work well in predictable markets.

But Level 1 organizations are not able to quickly adapt to change.

We have seen the fall of typical blue organizations recently, such as GM which had failed for many years to adapt to quickly changing markets.

Level 2 organizations are looking for meaning. It is kind of a community and includes emancipation. Trust is based on equality.

Problem of Level 2 organizations: they are not as efficient as Level 1 organizations and equality blocks individual development.

In Spiral Dynamics, we call those entities "green organizations". Trust is given by the community of equals. There are no hierarchies and no leaders. Issues are discussed and either decided by group consensus or left undecided. Level 2 organizations have worked well in particular in non-profit settings.

In level 3 organizations (just emerging): Instead of roles and equality, authenticity is the base of organizational consciousness.

In Level 3 organizations, leadership is a service, helping others to unfold their authenticity. Here, people unfold their potential.

In Spiral Dynamics, we call those entities either "yellow or turquois organizations", depending on whether they have the ability to create community and serve for a larger good (turquois).

How to organize Level 3 organizations? @jascharohr suggests participatory co-construction.

In @jascharohr's concept of participation, all living/non-living actors are part of the co-construction process and have their role.

Participatory co-construction is based on generative patterns

In a participatory co-construction process, all living/non-living actors are part of a non-linear field and interact with each other.

This concept is based on several sources:

1. The work of Christopher Alexander (http://www.patternlanguage.com, a Vienna born architect. From Wikipedia comes this quote from one of his books:

The Timeless Way of Building described the perfection of use to which buildings could aspire:

“

There is one timeless way of building. It is a thousand years old, and the same today as it has ever been. The great traditional buildings of the past, the villages and tents and temples in which man feels at home, have always been made by people who were very close to the center of this way. It is not possible to make great buildings, or great towns, beautiful places, places where you feel yourself, places where you feel alive, except by following this way. And, as you will see, this way will lead anyone who looks for it to buildings which are themselves as ancient in their form, as the trees and hills, and as our faces are.

2) For me, another important source for this is the work of Arnold Mindell, further developed by Max Schupbach in his WorldWork approach.

Worldwork brings is a new way of thinking about and working within the complete spectrum of collective life and its organizational forms. At its core is a theory that links research in consciousness studies to fresh interpretations of findings in modern physics.

More about the WorldWork paradigm can be found here.

In Level 3 organizations, all actors are ready to be deeply involved, aware that they are part of a field which they cannot control.

In Level 3 organizations, everybody can and will lead and everybody can and will follow in different phases.

We don't know whether Level 3 organizations do exist but there have been early prototypes, such as Dee Hock's Visa, who said in an interview:

"We are at that very point in time when a 400-year-old age is dying and another is struggling to be born -- a shifting of culture, science, society, and institutions enormously greater than the world has ever experienced. Ahead, the possibility of the regeneration of individuality, liberty, community, and ethics such as the world has never known, and a harmony with nature, with one another, and with the divine intelligence such as the world has never dreamed."

Conclusion of @jascharohr: Let us stop being judgmental on leading and following. So bees and ants must be happy.


This blog post is just a start. There is much more to say about Jascha's theories, and - we have to put them into practice. Please contribute to the discussion.

Follow Jascha and Holger on Twitter.


Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure.

Everybody believes that this is a quote from Nelson Mandela's inauguration speech. Unfortunately, this is an urban myth, and the text comes from an author called Marianne Williamson (read the full text here). How it got attributed to Nelson Mandela remains a mystery. Marianne Williamson herself said: "Several years ago, this paragraph from A Return to Love began popping up everywhere, attributed to Nelson Mandela's 1994 inaugural address. As honored as I would be had President Mandela quoted my words, indeed he did not. I have no idea where that story came from, but I am gratified that the paragraph has come to mean so much to so many people."

Facilitating Virtual Dialogues

I will host a 2 days training on "Facilitating Virtual Dialogues" in Oxford, UK, Sep. 17-18, 2009, as a preconference workshop to the IAF Europe conference.


Summary

Social media of the WWW are now widely used to facilitate team processes, organizational development and stakeholder dialogues. The choice of an appropriate tool is based on five context markers: place, time, content, relationship and language. Such processes can take place in synchronous, asynchronous or mixed mode.

In the two days workshop, participants will experiment with a multitude of social media and learn how to facilitate virtual processes of different size and duration. It will be learning-on-the job: the learning group will subsequently form an editorial team that covering the IAF conference by different media (blogs, podcasts, videos, photos, community groups, Twitter, Facebook, etc.)


Learning Objectives/Outcomes

The participants, upon finishing the session, will be able to

- ...understand the importance of social media for transformative change
- ...apply different social media tools in their own work
- ...create meaningful content on the web
- ...facilitate asynchronous and synchronous virtual events
- ...linking up to different social networks on the Web
- ...initiate change processes by using social media


Session Content Outline & Description

Before the workshop:
- Participants will connect through a social web platform

Day 1
- Web 2.0: How social media change the world (presentation)
- Focus group discussion: What are virtual facilitation skills
- Exercise: Exploring the world of social media (small groups)
- Group presentations
- The how and what of blogging (hands on learning)
- Group presentations
- Creating meaningful content: working with videos, podcasts, slideshows, mindmaps and other interactive Web media (hand on learning)
- Group presentations
- The rising importance of social networks on the Web (presentation)
- Social media as means for transformative change in teams and organizations (group discussion)

Day 2
- Creating social networks (hands on learning)
- Group presentations
- Microblogging: creating a world brain (interactive exercise)
- Virtual facilitation skills (presentation)
- Conference platforms (interactive exercises)
- Real Time Virtual Facilitation: creating multi-media events (hands on learning)
- Reflection. How to broaden virtual facilitation and networking skills for change processes (group discussion)
- Planning: creating editorial teams to cover the IAF conference; defining objectives of coverage


Bookmark the date, more info soon.
Please send me an email at holger@change-facilitation.org if you wanted to be posted on this event.

Guest Blog: Strategic Change Management

This article focuses on a marine engineering company, which is a supplier of stabilisers and steering systems to the world's navies and commercial fleets.

The company had been the subject of a review, but in view of its sound performance and scope for development it became a core business in the technology division of their parent company. To develop the company and maximise results an ambitious 'Way Forward Programme' was launched. A month later the financial director left at short notice.

The role of FD was crucial to the change programme and a replacement was urgently required. The company decided to take their time to recruit and in the meantime employ the services of an interim manager. An acting finance director was placed in the company.

His primary objectives were to develop a new costing structure to provide relevant information for decision making on strategy, bidding for and sourcing new equipment, making recommendations to achieve labour cost-savings and identifying key performance indicators.

He was well suited to the role with his extensive financial management experience in manufacturing industries. He spent a period of five months at the company and comments: "I achieved all the objectives and was able to offer a fresh pair of eyes providing independent advice for the real improvement of the business."

The managing director of the company says that his company gained significant benefits from his services. He believes that hiring an interim manager can provide a unique solution to a business dilemma.

Read the original article about strategic change management

The RTVC Happened! Successful!

We did it! After a two months preparation, our international team hosted the first Real Time Virtual Facilitation workshop, applying Open Space principles and using a lot of different social media tools.

Here is a complete (and outstanding) mindmap covering the event (you better click on the image to see the entire mindmap):



After the agenda wall had been opened 48 hours prior to the event, 50 particpants from around the world met in a big (Skype) chat room for the opening session. From there, they went into "break-out rooms", using chat rooms, Skype voice conferences, Dimdim (conference platform), different Twitter applications, Etherpad (a simplified Wiki in which people can simultanously work on a document, and chat at the side), and other tools.

These were the topics discussed:
* Collective Action
* Communication tools for the Manager 2.0
* Introducing social media to large organisations
* OpenMoney: connecting social entrepreneurs with new currencies
* New Change Management Approach for the 21st Century?
* Interdependencies between sensible and meaningful communication and tools/ technological development
* Global Skills
* Community Owned Communications Infrastructure
* Collaborative Intelligence in the Workplace

After two break out sessions, people reconvened in the big chat room, where we facilitated a reflection session, in which we heard words like: "thrilling", "encouraging", "roller coaster", "what's next?", "bacterial", "fallingoffthecliff", and much more.

We learned a lot as a team about technological barriers, virtual facilitation skills etc.

We will be back with an even improved concept!

The Market Place of the RTVC Has Been Opened!

The Marketplace of the RTVC conference that will take place on Saturday, May 9 from 14.00-17.00 GMT has officially been opened. That means, we encourage you from now on until Saturday to identify topics you want to explore. You don't need to be an expert on that specific topic - we just appeal to your passion and responsibility. If you have such a topic, please go to the marketplace and follow the instructions:

http://www.change-management-toolbook.com/mod/glossary/view.php?id=616

Beside the topic, we ask you to define the virtual (or real life) meeting place: You can use any vehicle for dialogue that suits you well. Beside the few tools that we suggest, feel free to meet where ever you want - in Second Life, in a conference platform that you use regularly, etc. All you need to do is to specify that meeting place in the marketplace, where you post your topic.

Remember the Open Space Technology rule:

Whatever happens is the only thing that could have.

We also remind you that not all of you have yet either provided us with their Skype ID or have not yet confirmed our connection request on Skype. You need to do that to follow the opening and closing session in Skype chat. In case you cannot find the connection request, you can connect to us by using our Skype ID, which is rtvc.wks . If you are unable to install Skype (remember, it is not about the voice option but about chat), you can follow the main lines of the opening and closing ceremony at our Twitter account.

http://twitter.com/rtvc_wks

Looking forward to meeting you soon in cyberspace,

Holger Nauheimer and the Steering Group of RTVC

Stephan, Lucy, Hans, Sofia, Julian, Suresh and Michael