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Liberating Structures

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Presentation on theme: "Liberating Structures"— Presentation transcript:

1 Liberating Structures
Leading & Innovating by Including and Unleashing Everyone Keith McCandless Social Invention Group Henri Lipmanowicz

2 Impromptu Networking Power of loose connections, small things can make a big difference

3 What is a challenge you brought to this workshop? What do you
hope to get from and contribute to this group? Find a partner…3-5 minutes sharing… Then find another partner… then find another. 3

4 :::: Transforming Movements
Everyday Solutions :: Big Projects ::: Strategy & Design :::: Transforming Movements Liberating Structures Engaging everyone in shaping…

5 LS Design Elements

6 Culture Eats Strategy for Lunch What is your ground game?

7 This Is Not A Certification Course!
First experience is enough to get started using Liberating Structures YOU will decide how to achieve mastery personally LS are simple, powerful & subtle LS are easy to copy and spread by word of mouth Practice makes perfect Henri Lipmanowicz & Keith McCandless

8 Attributes Of Complex Systems
Adaptable Elements Natural Emergence & Creativity Min Specs / Microstructures You don't see something until you have the right metaphor to let you perceive it. Thomas Kuhn Order w/o Central Control Embedded Systems or Panarchy Not Predictable in Detail Co-Evolution Non-Linearity Brenda Zimmerman (905)

9 5 Conventional Microstructures
LS Palette Wicked Q’s What³ debrief Min specs Heard, seen, respected What I need from you Integrated autonomy 1-2-4-All Appreciative interviews Discovery and action dialogue Improv prototyping Drawing together Open space Critical uncertainties Impromptu networking TRIZ Shift & share Helping heuristics Design storyboards Generative relationships Ecocycle 9-whys 15% solutions 25 : 10 crowdsourcing Conversation café Celebrity interview Agree/certainty matrix Panarchy Troika consulting Wise crowds User experience fishbowl Smart network webbing Simple ethnography Purpose to practice LIBERATING STRUCTURES V 2.1 + 33 5 Conventional Microstructures There are 33 additional microstructures to replace or complement conventional practice. These are the icons to help you design. Each is a unique combination of 5 micro-organizing elements. Now, you can structure your work in a more inclusive way that generates better than expected results. Designer: Lesley Jacobs

10 Redux Workshop A G E N D A 1 2 3 4 5 6 7 8 9 10 A G E N D A
Impromptu Networking 1-2-4 All 15% Solutions Troika Consulting Nine Whys TRIZ Ecocycle What³ Debrief Design StoryBoards Social Network Webbing 1 2 3 4 5 6 7 8 9 10

11 Lean / OD HR Internal Consultants
Group Possibilities LS work best when there is a shared challenge with a local context NGO Philanthropy Justice Health Care Schools Business Lean / OD HR Internal Consultants

12 1-2-4-All Progressive, Rapid Cycle Conversation
What opportunities do you see for including and unleashing more people in addressing your challenge? 1-2-4-All Progressive, Rapid Cycle Conversation Self-Reflection (no talking, jot down notes) Pairs Small groups of four Whole group

13 Facilitator / Participants
Design Storyboarding Topic Goal LS Micro-Structure Why this LS? Steps / Timing Facilitator / Participants

14 15% Solutions Noticing and Using the Influence, Discretion and Power Individuals Have Right Now What can YOU do now to address your challenge?

15 Troika Consulting Groups of three 1 minute reflection to prepare
5 minutes per person Share your 15% Solutions—no long explanations! Invite feedback and advice from your consultants… then turn your back on them Switch to next person…

16 Distribute Participation
LS Design Elements LS: ________ Purpose, What is made possible… Make an Invitation Distribute Participation Configure Groups Arrange Space Sequence & Allocate Time

17 Henri Lipmanowicz & Keith McCandless
Brainstorm When, where and how can you apply these Liberating Structures? Fit your answers into the Design Storyboard. Henri Lipmanowicz & Keith McCandless

18 Storyboarding Components
Topic Goal LS Method Why this LS? Steps / Timing Facilitator / Participants Welcome, Introductions Form working group, get acquainted 3 rounds in pairs, 5 minutes each Carlos, all Preparing to Launch Project Make space for innovation 3 steps, 20 minutes each Ginny, groups of 4 then whole group Attracting Participation Define and sharpen purpose Two rounds of 1-2-4, 15 minutes each Katie, then groups of four Action Planning Identify action, get started now 25 minutes for 5 rounds + action group formation

19 Attributes of LS What else in the world is a Liberating Structure
Attributes of LS What else in the world is a Liberating Structure? All Simple: requires only a few minutes to introduce Expert-less: beginners can succeed after a first experience Results-focused: likely to generate better-than-expected, innovative results Rapid cycling: fast iterative rounds are very productive Inclusive: together, everyone is invited to shape next steps Multi-scale: works for everyday solutions, big projects, strategy, and transforming movements Seriously fun: boosts freedom & responsibility Self-spreading: easy to copy without formal training

20 9 Whys

21 Becoming Clear on Purpose
Ask, when working on _____, what do you do? Why is it important to you? First answer, “_______….” Hmmm, why is that important to you? Second answer, “_______….” OK, if your dream came true last night, what would be different today? Keep asking, “Why… why… why… until you make a discovery about your partner’s bedrock purpose. Then switch roles. Move to a group of four. Discuss similarities and differences. A community Purpose may materialize! 1-2-4-All schedule: 1 minute quiet reflection, generating an activities list 10 minutes in a pair (asking why-why-why questions), 5 minutes each 5 minutes in a a small group (4), then, 4 minutes debriefing, “What happened?” Did a community purpose emerge in your conversation? In the last 4 minutes we ask for three reflections and for any community purpose suggestions.

22 Two Attributes of a Common Powerful Purpose
A personal touchstone for you as an individual Fundamental justification for the existence of your work to the larger community A powerful purpose attracts participation, including and unleashing everyone

23 WHY? HOW? Questions Hierarchy WHAT? Can you give me an example or tell
me a story? What did you notice? Small Questions: Many, Distributed Answers What happened? What else? What do we need to stop doing? What seems possible now? WHAT? Do you see a pattern? Does it make a difference? What is taking shape? What first steps can you take now? Where do you have freedom to act? HOW? What made your success possible? Who needs to be included? Is there anyone you know who is able to overcome these challenges? How? What do you hope can happen for us in this work? WHY? Why is this important to you? Why is this important to the organization? Big Questions: Few, Tight Answers

24 What Is NOT A Purpose? To brainstorm To get buy-in To get alignment
To share information

25 TRIZ Designing a Perfectly Adverse System to Make Space for Innovation
Begin by defining a VERY unwanted result of your work together Superbugs Falls Med errors Spiritual needs neglected 25

26 TRIZ – First Step First alone, then in your small group, compile a list of todo’s in answer to: How can I/we reliably create a very unwanted result…? You never do anything with what you have learned here? 5 minutes Go wild! Adapted in part from Randy Benson, Benson Consulting

27 TRIZ - Second Step First alone, then in your group, go down your list and ask: “Is there anything we are doing that resembles in any shape or form todo’s on our list?” Make a second list of those activities & talk about their impact Be unforgiving 5 minutes

28 TRIZ – Third Step How am I and how are we going to stop it?
First alone, then in your group, compile the list of what needs to be stopped or changed Take one item at a time & ask: How am I and how are we going to stop it? What is your first move? Be as concrete as you can Identify who else is needed to stop the activity 10 minutes

29 Henri Lipmanowicz & Keith McCandless
Ecocycle Henri Lipmanowicz & Keith McCandless

30 Henri Lipmanowicz & Keith McCandless
Activity List Where are you spending time? What are your key relationships? Current Activities Key Relationships Henri Lipmanowicz & Keith McCandless

31 Exploring the Ecocycle
RENEWAL MATURITY Adapted from Holling in 1987 from use in describing ecological systems. And from Hurst and Zimmerman (1994) from use in understanding organizational change, crisis and renewal. The model seems to be a useful to describe change in both human and natural systems. The words change but the principles are similar with a few important differences. Intention and foresight being the most important difference in human systems. Forest analogy or another quick example here… CREATIVE DESTRUCTION BIRTH Henri Lipmanowicz & Keith McCandless

32 Conventional Lifecycle
MATURITY Conservation & Routinization Bureaucrat-As-Leader GROWTH Strategic, “Rational” Management BIRTH Adhocracies, Exploitation Entrepreneur-As-Leader Henri Lipmanowicz & Keith McCandless

33 The “Neglected” Back Loop
RENEWAL Exploration/Invention/Reorganization Network Weaver-As-Leader LEADERSHIP Envisioning new options CREATIVE DESTRUCTION Release/Crisis/Confusion Heretic-As-Leader Henri Lipmanowicz & Keith McCandless

Exploration/Invention /Reorganization Network Weaver-As-Leader MATURITY Conservation & Routinization Bureaucrat-As-Leader Poverty Trap Not funding innovation Rigidity Trap Not letting go ~ Gathering ~ Sifting CREATIVE DESTRUCTION Release/Crisis/Confusion Heretic-As-Leader BIRTH Entrepreneurial Action Entrepreneur-As-Leader Adapted from Brenda Zimmerman, EdgeWare & Getting To Maybe 34

35 Ecocycle Worksheet Name: ______
. 4. Renewal Mobilization “Sowing” 2. Maturity Conservation “Harvesting” Relationship Activity Activity : Relationship Activity : Relationship Activity : Relationship 1. Birth Exploitation “Growing” 3. Creative Destruction “Plowing” Henri Lipmanowicz & Keith McCandless

36 Henri Lipmanowicz & Keith McCandless
S T E P S Use the list of activities and/or relationships, reflect on your own, generating a first draft With one partner, coach each other to construct an Ecocycle map – 5 minutes each (10 minutes total) In your group of four, decide where to place the activities on the large wall Ecocycle map or flip chart page (5 minutes) Make sticky notes and put them on the map Henri Lipmanowicz & Keith McCandless

37 Henri Lipmanowicz & Keith McCandless
Insights Change is continuous along the cycle Renewal requires destruction Need for crisis -- root word “to sift” Need for firebreaks, don’t burn the whole forest Patch dynamics or balance in your activities are key to long term survival and adaptability Create conditions for renewal and more births Henri Lipmanowicz & Keith McCandless

38 Henri Lipmanowicz & Keith McCandless
Purposes: Ecocycle Precursor to setting priorities Identify a mix of strategies to move the whole portfolio forward Identify waste Find opportunities to free up resources Include all and hear all perspectives at once To expose differences To see the whole picture (forest and the trees) Henri Lipmanowicz & Keith McCandless

39 Cross Scale Interactions & Transformations Creative and Conserving
                                                                                        Cross Scale Interactions & Transformations Creative and Conserving The fast levels invent, experiment and test; the slower levels stabilize & conserve accumulated memory of past successful, surviving experiments. The whole Panarchy is both creative and conserving. Adapted from 39

40 A Panarchy Lens Cross-Scale MRSA Prevention
Public Perception “Myth” MRSA is not an inevitable part of modern healthcare (Rigidity Trap?) A Panarchy Lens Cross-Scale MRSA Prevention Medicare Policy shifting to non payment & transparency for HAIs Industry or Sector Prevention Practices still trying & wasting $ to educate, bribe or punish (Rigidity Trap?) Hospital Beta Sites’ Prevention Practice trying to invest more in spreading PD/safe practices to others (Poverty Trap?) Is a transformation in progress?” Individual Project Leaders (Nancy-Margaret) stops over-controlling, unleashing more unit-based self-organization Community strain Healthcare associated MRSA Bacteria is exploiting growth opportunities in community & clinical settings

41 A Panarchy Lens Your challenge …………………
Public Perception or “Myth” … A Panarchy Lens Your challenge ………………… Policy Industry or Sector Organization At each level, how do you assess your challenge at this moment in time? What “cascades down” & “revolts up” are flowing? Individual Leaders or Teams Micro Scale or Environmental Context


43 Climbing Up & Down The Ladder of Inference
Actions I take based on beliefs Beliefs I adopt about the world Conclusions I draw Assumptions I make based on meanings Meanings I add (cultural & personal) Data I select from observations 3. Now What? 2. So What? Reflexive Loop Emphasize the value of staying LOW on the ladder. Observation of WHAT happened are very useful in prototyping innovations and making design changes. During the Debrief, we move from LOW to HIGH 1. What? Observable data and experiences Adapted from Chris Argyris, Harvard

44 Pick a “ladder jumping” enforcer
What³ Debrief Pick a “ladder jumping” enforcer WHAT? What facts, data, & observations stand out? SO WHAT? How do you explain those facts? Assumptions? Patterns? What is important? NOW WHAT? What action may help you move forward? Who else should be here? One

45 Liberating Structures
LS website Book: Liberating Structures: Including and Unleashing Everyone (in progress)

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